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Should leadership develop into mate ship? Business leaders may find themselves wondering where to draw the line with
regards to getting close to their staff, especially with like-minded people with whom they find themselves compatible.Questions
like ‘are you the boss or the buddy’,‘ manager or mate’ are subjects not offered in Management and Leadership courses.
Over the course of your business career, it is inevitable that you will come across employees who are aligned with your values
and deep-seated beliefs, people who would even fit easily into your social circle. But as the leader, should you mix workplace
relationships with your personal life? That is a question I have been asking many business owners lately, and from their answers it
is clear that some think it’s okay and some don’t. Those in favor feel they gain loyal staff while those not in favor believe that a
professional distance is necessary to gain the respect needed when guiding staff to increased performance.
During the next five years, over two million Australians will retire. As the
economy grows, an increasing demand for talent will outstrip the growth of
the talent pool.
Leading people requires exceptional skills in two major areas; planning and
people engagement. This applies to leading a department, section or entire
organisation. Those who do it well realise that it takes time to set departmental
culture and gain 'buy in' from the staff. Long term success is as much about
trust and engaging your staff as it is about technical skill.
Employability Skills have become a critical requirement for skills development
according to research commissioned by Business Council of Australia (BCA)
and Australian Chamber of Commerce and Industry (ACCI). The report is call
‘Employability Skills for the Future’.
These soft ‘transferable skills’ are as important to employers as technical (job
specific) skills but often not given enough emphasis when being implemented
across the 3 tiers of the Australian Education system.
Managing Directors or senior managers are often unaware of a toxic
environment in one of their departments until it shows up on the bottom line; especially
if they are new to an organisation. The facts are that many departments
and sections of large to medium workplaces are seriously under-performing due
to poor departmental leadership.
Internal politics and workplace conflict is like a disease that has not been
detected. Resentment grows to unmanageable levels, hidden agenda’s
overtake weekly meetings, staff begin to transfer out, take avoidable sick leave or
resign altogether.
