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It starts at the top – Why is the right leadership essential to creating a successful business?

A leader is someone who we look to as an example, someone whose actions we follow and habits we assume. But what if that person isn’t a good leader, someone who makes bad or poorly thought out decisions without thinking about the impact that they have on the company?

This isn’t someone who you would want to follow or who you would want to lead your team, is it? And yet, this could be your situation. According to the ADP 4 in 10 UK employees are unhappy with the current quality of their work leadership – in fact 15% don’t have any faith in the quality of their leaders.

A lack of strong leadership inevitably leads to misalignment, conflict, disconnect and miscommunication within your team. As wires are crossed productivity is lost, with teams not working together or feeling motivated to complete tasks. This leads to a lack of morale within the workforce, with a negative knock on effect to Climate creating a damaging Culture, which in turn hinders the productivity and success of your organisation.

According to Qualtrics, workers with high confidence in their senior leaders are five times more likely to stay at their company for more than 2 years than those who have no confidence. So, what can you do to better the leadership within your organisation?

  1. Relax the reins

The organisations that succeed are those which don’t control and micromanage their employees but let them develop and grow from their experiences. By allowing your teams room to breathe and demonstrating that you trust in their abilities, innovative and thoughtful ideas will form. But more importantly, your employees will remain loyal to you, Bupa research found that nearly a quarter of UK employees (24%) have left their company due to issues around trust.

2. Let your employees see the big picture

Your staff don’t turn up every day to put money in your pocket and ask no questions. They want to see the bigger picture and know what is in store for the organisation – and their futures in turn. Celebrate successes with them, especially as they have more than likely played a hand in the success. Only 42% of employees say their direct manager causes them to focus outside themselves and make them part of something bigger.

3. Be open to change

In increasingly crowded market places innovation is key. If one of your employees comes to you with an idea that differs from your usual offering, bear it in mind – it could be the idea that pushes you to the next level. Thank your employees and show them that their input is valued – the National Employee Research Survey found that over 90% of employees feel employee recognition is important at work.

4. Don’t scapegoat your employees

Mistakes happen, but how? Instead of pointing fingers and getting frustrated a good leader will look into the problem at hand and assess how they could have guided the situation better. By demonstrating a willingness to accept some of the responsibility, a leader proves that they are worthy of their team’s trust and respect – 43% of UK line managers rate their own managers as ineffective.

Leaders aren’t just born brilliant, it takes time and training to develop a fantastic leader for your team to follow. It can be difficult to know exactly where your leader and team may have gaps, but this information is vital for development, so it is well worth investing in a survey to gain this information.

Get in touch today to find out more about the PCS survey and how it can help you: email info@performanceclimatesystem. Or visit our website for more information: https://www.performanceclimatesystem.com/.

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Zac's Challenges:

Zac’s tech business is growing rapidly. He’s gone from being a developer with a good idea to now overseeing an ever-expanding team. Zac knows that in order for the business to grow successfully, it needs to stay true to its founding values and his staff need to feel valued and engaged. Zac wants to understand if he and his team are on the same page and he needs to do it quickly and cost effectively.

Zac's PCS Solution

Zac decides to use PCS Lite to get a quick temperature check of how his team are performing and what they think about the business. The PCS Lite report quickly surfaces the fact that his team have lost sight of the organisation’s purpose and goals. Zac realises that he needs to improve his on-boarding processes and help orientate the new team members better in the company culture and vision. 6 months later, Zac uses PCS Lite to check his new onboarding process is working; concludes that the growing team are much better aligned to his vision and are generally operating in a more positive working environment.

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Annabel's Challenges:

It’s Annabel’s job to help the Partners in the firm manage their clients and ensure they’re consistently adding value. Recently, Annabel has been asked by one of the Partners to find a tool or framework that the consultants can use to benchmark new clients looking for team and leadership improvement programmes. It needs to be cost-effective, established and reputable and able to be branded with the firm’s own logo.

Annabel's PCS Solution

Annabel recommends PCS Pro to the Senior Partners as it provides an objective measurement of team and leadership climate against which the consultants can build performance improvement programmes. PCS has a good track record, academic validation, excellent training and customer service, so she’s confident that it’s the right tool for the firm’s consultants to use.

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Sarah's Challenges:

Sarah has to keep across the multiple training and development needs in the organisation and do it within a tight budget. Recently, Sarah’s been asked to design a L&D programme that improves the staff retention rate and helps staff feel more engaged with the changes happening in the organisation, not least the shift to more flexible working.

Sarah's PCS Solution

Sarah uses PCS to measure how different teams across the organisation are performing and look at any patterns which suggest the need for organisation-wide, leader or team training. Sarah notices that all teams and leaders have a low climate score in the Processes segment. Sarah knows that allocating budget in this area will improve performance. She works with the Senior Management Team to review the organisation’s processes as they transition to more flexible working and designs a training programme to support staff in the transition. She’s helped staff to feel supported, acknowledged and engaged which ultimately drives performance. 

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Jim's Challenges:

Jim’s client has a team that’s not performing as well other teams in the organisation. The team has a high staff turnover, sickness and the lack of cohesion is impacting the team’s wellbeing and performance. Jim needs to get to the bottom of why this is happening and design effective coaching interventions which can generate tangible results for his client.

Jim's PCS Solution

Jim uses PCS Pro to measure / benchmark how the team and leader are performing across the 6 segments critical to team performance – Goals, Roles, Processes, Adaptability, Connection and Resilience. He can immediately see the disparity in Goals, Processes and Connection between the leader’s perception and those of her team. He uses this information to build a coaching programme designed align team and leader. After 6 months, the team seems to be more settled and productive. Jim remeasures using PCS Pro – the results show the client the effectiveness of his coaching intervention.

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