It can be difficult to discover leadership competencies in individuals. Are leaders made or born? The ageless debate goes on, and companies around the world pour considerable time and financial resources into developing leadership competencies.
The premise behind these investments is that leadership competencies are individual skills. This kind of thinking leads many organizations to miss the bigger picture: what is their collective capacity to lead?
That is, what are the organization's leadership competencies? This concept includes both the effective behaviors and the effective processes of leadership. It transcends the skills and talents of individuals.
If you want to improve organizational effectiveness through improving leadership competencies, consider ISR's Framework of Organizational Leadership Effectiveness. We developed this framework by drawing on nearly 30 years of experience in helping organizations improve human capital performance. We have validated it using our database of millions of employee survey responses from around the world. It defines six key elements of organizational leadership effectiveness, grouped into three leadership processes that consistently distinguish financially successful organizations. In addition, it lays out the sequence, timing, and questions that guide the thinking of effective leaders.
Unlike so many approaches, ISR does not impose a static model on your organization. If your organization has already adopted a specific leadership model, we adapt the framework and language to suit your specific context.
Every organization has Mr. Kiljoys who are avowed cynics and can't wait to leave work each day. Fortunately, most also have Ms. Reddys who believe their employer has a good plan for the future and feels their management appreciates and supports her, and they're always willing to put in a little extra time and effort when the situation warrants it.
Ms. Reddy is not a mythical person; she is the engaged employee, and organizations around the world are recognizing the benefits of having as many "Ms. Reddys" on their payroll as possible. Few but the staunchest skeptics doubt that the level of employee engagement in an organization affects key results such as sales, customer satisfaction, and employee turnover.
Employee engagement can be improved. If you want to increase the engagement level of your employees, you must understand its drivers in your organization. Our model of engagement is perhaps the most comprehensive approach available - which means it will give you a thorough and balanced understanding of what is affecting engagement in your organization. This means you will know, with confidence, what "levers" you can work with in your enterprise to influence this critical factor in organizational effectiveness.
ISR has nearly 30 years of experience in helping organizations improve human capital performance. No one is better equipped than ISR to give your organization a deep understanding of engagement, and the informed advice to improve it. Whether you wish to look at your managerial areas or focus on all of your employees at every level, ISR can help you find out what is really happening and make positive plans for the future.
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