Customised executive development
Research into leadership development, including Mannaz’s own studies, are consistent in their findings. If a leadership development solution is to achieve the improvements needed, it should take into account the factors listed here:
- Improve performance: Enable managers to effectively overcome barriers in order to improve business and leadership performance.
- Prepare for the future: Equip leaders to progress to the next management level and organisations to ensure sustainable leadership pipelines.
- Fully customised: Do not go for a standard solution. Have your leadership development solution designed and delivered to fit your strategy and needs.
- Reality focus: Leadership development should be based on executives’ real work life and actual challenges. That is highly motivating.
- A wealth of ways: Apply diversity, also in learning. Research shows that effective and stimulating methods for fast and sustainable learning include action and variety.
Pushing the frontier of leadership development
Mannaz is a front-runner in global leadership development. Innovation is driven by advanced global clients, by the best leadership facilitators around and through international studies of best practices. We are truly dedicated to taking leadership development to the next level.
Mannaz studies demonstrate the importance of getting leadership development into the work place, keep focus on ones’ own practical challenges, deliver competencies just-in-time for them to be applied, and develop leaders with their people and not in isolation from them.
Call us and we will be delighted to share our insights for your inspiration. Leadership and business performance can be taken to a new level.
Talent development and talent management
The process of attracting and retaining profitable employees has come to be known as the “war for talent”.
To win in this war, talent management is compulsory. It refers to the anticipation of required human capital needed to implement a business strategy and the subsequent creation of a plan to meet those needs.
Companies engaging in a talent management strategy shift the responsibility of developing employees from the human resources department to all managers throughout the organization.
Talent management is essentially about matching talented employees’ career interests to organisational business needs and offering development opportunities to these individuals to reduce the risk of talent flight resulting in leadership gaps.
What talent focused companies do
Companies that focus on developing their talent integrate plans and processes to track and manage talent, including:
- Identifying, attracting, recruiting and on-boarding qualified candidates with specific competencies – often through the use of assessment centres
- Managing and defining an appropriate reward system
- Creating growth opportunities through training and leadership development
- Formalising talent retention programmes and understanding why people leave
- Proactively managing promotions and transitions
The term “talent management” means different things to different organisations. To some of our clients, it is about the management of high-worth individuals or “the talented” whilst to others it is about how talent is managed generally on the assumption that all people have talent which should be identified and liberated.
Performance and potential
From a talent management standpoint, employee evaluation involves two major areas of measurement: performance and potential. Current employee performance in a specific job is a traditional measure of the profitability of an employee. Talent management seeks to augment this with a focus on an employee’s potential, meaning an employee’s future performance, if given the proper development of skills and increased responsibility.
Talent management decisions are often driven by a set of organisational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviours).
Mannaz is able to take a holistic approach to talent development. Our carefully designed assessment and development processes are effective in providing high potentials with an understanding of how to exploit their talents to the benefit of themselves and the business.
Coaching has increasingly become a key component in any organisation’s approach to people and leadership development and has been shown to be one of the most popular and effective methods in the field (CIPD report 2010, ICF report 2011).
Leaders, facing increasing demands make use of their coach to support them in accelerating performance, achieving extraordinary results and reaching even higher levels of success.
Coaching – in essence
In coaching you will be supported by:
- A trusted partner stretching your thinking and challenging your assumptions about yourself and your role in your organisation
- A ‘confidante’ with whom to work through periods of business challenge, pressure or personal transitions
- Time and space for reflection on the bigger picture, alternative perspectives and difficult decisions
- Independent and genuine feedback on you as a leader
- Opportunities to explore the gaps between where you are and where you would like to be
A sound investment
When delivered appropriately coaching has been demonstrated to have a 5.7 times return on investment. This ROI is found to be related to improved quality of the interventions leaders make when they are present and connected to others.
Coaching is about creating meaning and can help bring harmony in management and life. Coaching is a venue for liberation, so that leaders can learn to live with greater integrity, authenticity and resiliency.
Mannaz takes pride in creating a coach-client relationship based on trust and mutual respect and strongly aligned to business imperatives and measurable success. All of our coaches have extensive experience in coaching and have a proven track record for delivering results for individuals and organisations.
Mannaz coaches are also actively involved in heading and creating leadership development processes at many levels in organisations across the globe. They consider both the personal needs of the leader and the business needs of the organisation in which the coaching takes place.
Leading organisational change
“Creating useful change” is John Kotter’s definition of Leadership. As the business environment changes it is essential that organisations can adapt in order to avoid the threats and to seize the opportunities presented by change. As Charles Darwin said: “It is not the strongest of the species that survives, nor the most intelligent. It is the one that is the most adaptable to change”.
However, we know that this is easier said than done. The gap between knowledge and action is wide, as habits and routine create an inertia that takes a large amount of well-applied energy to overcome. We know from our personal lives that change is hard, and, at the department or organisational level it is even harder. The average lifespan of a company on the S&P 500 is now 15 years, down from 67 years in the 1920’s. This shows that many organisations have failed to evolve and have become irrelevant to their customers.
These were not ‘stupid’ companies, but somehow they failed to see the threats, or, more likely, they saw the threats, came up with an elegant and well-thought out strategy and then failed to implement it due to the immense challenge of leading organisational change.
In today’s climate, most organisations need to develop the ability for managers at all levels to be able to lead change.
Mannaz has vast experience of developing leaders at all levels who are capable of dealing with the resistance and creating useful change, through:
- The ability to lead organisational change is essential in a competitive market
- Leading change is difficult, because most people do not share the leaders sense of urgency
- Many would-be leaders focus on selling the solution rather than first convincing people that there is a problem.
- Many would-be leaders fail to invest enough time in communication and influencing
- Emotional and logical resistance needs to be acknowledged and worked with
- Leaders need to ensure that rewards, systems, structures etc. are all supporting the new strategy and not holding back the change process
- Leaders need to know they communicate through deeds as well as words – they need to role model the new way.
Accelerating strategy execution
Accelerating execution of strategies is a question of full buy-in from everybody and equipping leaders with the competencies needed for effectively achieving the strategic goals.
A sound strategy supported by an engaging and well-thought plan for implementing the strategy is a prerequisite for successful execution. However, without the proper leadership competencies in place for getting people buying in and living the new strategy, it is likely to be a long and challenging implementation process.
According to our experience, our clients have been highly successful when using leadership development for allowing all levels of leaders to buy into the new strategy and to make them master the art of convincing their people about the new strategy.
Leadership development equals successful execution
When strategy execution is considered, Mannaz studies of best practices demonstrate the importance of getting the corporate strategy into the work place, of focussing on ones’ own practical challenges in delivering results according to the new strategy, and of leaders being equipped with new competences just-in-time for them to be used to get people living the new strategy.
It is when all of these factors are in alignment that strategy execution gets into all corners of the organisation and the strategy is successfully executed. That is when leadership development demonstrates impact on corporate performance.
Not theory – reality
We have seen the link between successful strategy execution and leadership development numerous times in our work with clients.
Consider, for example, a CEO who had visited all corners of the global organisation to share the new corporate strategy with leaders at all levels. After a year he found the effort wasted and the strategy execution was not progressing satisfactorily. He decided to equip all leaders with the needed competencies and to have them take responsibility for the execution themselves. Mannaz was selected to enable all leaders to engage their teams in executing the new strategy. Also, leaders should be prepared for giving and receiving feedback as an important part of the new culture. The process started at the top and was cascaded throughout the global organisation. See the Rockwool case for more details.
Another example is an Italian tire maker where management decided to execute a global turn-around. For that they needed a new set of leadership practices. To replace the dominant control and command style, leaders needed to empower and delegate to achieve their goals. The top executive group defined the new leadership profile. Mannaz enabled all leaders to close their individual leadership gaps and to live the new leadership profile when effectively executing the new strategy. See the Pirelli case for more details.
360 degreee assessment
The managerial role – and its remit – have evolved extensively over time, from primarily being focused on ’management’ as such in the 1980s to focusing on leadership in the 1990s. Currently, best practice would appear to link these, including the ability to devise and implement a clear-cut strategy, distribute roles and responsibilities and the ability to navigate these.
Currently, best practice management suggest that the manager has to be capable of making a real difference – to the people in the organisation, and hence to its results. At the same time we see surveys suggesting a significant link between self-awareness and success in job performance, but also suggest that the higher the position of a manager, the less and more vague feedback he or she receives.
This creates a paradox – albeit one that has an obvious solution: leadership feedback tools.
The 360° feedback aim and use
Mannaz has, over the past eight years, worked to develop a 360° feedback tool, comprising three main categories: Management, Leadership and Personal Competencies, which can be used as a development tool for the individual manager.
The aim is to provide information to the manager about himself to give him the opportunity to develop his leadership skills and daily management practice.
The aim for the manager is:
- To get feedback on your managerial behaviour as it is perceived by others, for the purpose of adjusting your course and develop necessary competencies.
- To identify your own strengths and weaknesses
- To give input and solid data for a personal development plan
- To conceptualise management competencies, skills and behaviour
- To be able to discuss challenges and development possibilities for management and organisation with colleagues
The 360° feedback tool is based on extensive experience in management and corporate leadership development in public and private sector enterprises over more than 20 years; Danish and international studies on the future of management, as well as a solid theoretical foundation.
Mannaz e-learning modules in leadership development sets new standard for learning online.
Engaging and interactive
Our e-learning modules in leadership development can be used as part of a blended solution in combination with a range of other learning methodologies. The e-modules can also be used independently due to their design as generic and separate learning entities. All modules are designed to be intuitive, engaging and interactive, each lasting between 25 and 60 minutes.
Through our development of the concept of Flexible•Learning™, Mannaz already had significant experience in the area of e-learning. The modules developed for leadership development takes us to the cutting edge of technology based learning.
The subjects of the nine e-modules are:
- Appreciative Leadership
- The Balanced Manager
- Performance Appraisal
- Conflict Handling
- Communication in Leadership
- Taking Charge of Change
- Emotional Intelligence
- Strategy Breakdown