Leadership impact imageThe research that led to my book Leadership Transformed was a study of a group of CEOs who had each shown evidence of shifting their impact from that of an ‘ordinary manager’ to that of an ‘extraordinary leader’.  This personal shift coincided with a shift in the effectiveness of their respective leadership teams, and an acceleration in performance across a broad range of performance indicators for their organizations.

We’ve discovered through our practice that leadership is the accelerator or handbrake for everything else. It’s the single biggest influence on culture, and ultimately sustainable performance. How leaders motivate and encourage others to behave is typically at the root of every success or failure, making leadership impact as important as every other alignment lever combined.

All leaders have noble intentions.  I’ve never met a leader who aspires to destroy shareholder value, irritate customers and alienate staff.  Yet we almost always find a significant gap between a leader’s intention and their actual impact.  In order to dramatically increase your leadership effectiveness, we don’t need to go back to childhood and rebirth. We just need to know; how would you like to motivate and encourage others to behave? How are you actually motivating and encouraging others to behave? And if we discover a gap between your intentions and reality, are you interested in doing something about it? If the answer is yes, then the strategies to do so are pretty straight forward. You can read more about them here.

Leadership impact is the final, critical piece of the alignment jigsaw puzzle.  The most perfectly crafted strategy will be derailed by leaders whose impact does not align to their noble aspirations.

2 thoughts on “Leadership: The most important lever of transformation

  1. Peter,

    What impressed me most about your book was the coupling of the fact that most of us do not accurately perceive how we are seen by others with the use of a well proven instrument to convey the specifics of that in any given situation. What percentage of managers refuse to participate in this process, in effect acknowledging less than noble aspirations about which I am less hopeful than you I suspect.

    Would you agree with the proposition that if a CEO or VP were to refuse to participate in such a process, the organization is not capable of adapting to change?

    Reply

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