CGF ARTICLES, OPINIONS & EDITORIALS
Leadership development with a difference (2012-09-04)
February 19,
2015 3473 3473 
The modern day worker cannot be deceived with promises of quick and easy solutions and a perfect world. The challenges we face at work are multidimensional.
They often have high level technical complexity whilst demanding emotional involvement at the same time. In addition, modern day life is fast-paced with relentless waves of change. In such a world, the quality of our work and our progress is more dependent on the ability to respond effectively to situations than it is to simply comply with rules, regulations and standards. And following certain theories with little practical understanding of how to get the job done is also fast becoming unfashionable with very little -- if any -- meaningful value. Moreover, the accumulation of knowledge and qualifications are not the only prerequisites required to meet these challenges. Rather, the ability to assess and interpret situations with deep insight by using multiple perspectives and a systemic view is key. Equally important is the regard for relationships of all kinds, and knowing how to preserve them. Great leaders know how to balance the necessary regulations of good governance and accountability, with the creativity and skill to optimize opportunities that unlock their full potential.
Developing leaders
The above factors have a significant impact on the type of leader that is needed in business, as well as the methodology which is used to develop such leaders. The requirement to respond in quick time but with a long term and holistic view demands leadership skill and ability at all levels of an organisation. It therefore has to be in the vision of the leaders with the highest responsibility for the organisation to strategically build the leadership of all its employees.
The modern leader is characterised more by his insight, resolve and ability to ‘read' people and situations well than it is by his knowledge or charisma. The development of a leader is therefore neither determined by nature (personality) nor by study and classroom training. The focus in developing a leader has to be more experiential, learning from feedback and reflecting on inner as well as team dynamics.
Developing and building leaders should not be seen, neither be treated as an event. Instead the development of leaders is a process which is typically not classroom training, but hands-on coaching. Developing good leaders is also not a theoretical application which is done in isolation, but rather a continuous set of practical experiences which is applied in a team context. Such development of leaders must be done in a responsive manner which meets specific and immediate challenges - it is intensive, personal and must be outcomes focused.
