Many organizations today realize that they have been going through a period with less than stellar results. It might be that they have, as a large number of organizations have experienced, witnessed a dwindling and reduction of their membership rolls. Many organizations have experienced some degree of fiscal challenges. Still others have noticed that fewer and fewer members attend meetings, events, conferences, conventions, etc. While many factors impact and affect these results and situations, in the vast majority of circumstances, organizations need to address their leadership, leaders and how they identify, qualify, and train their potential and actual leaders.
1. In my over thirty years of training leaders and consulting to organizations, I have constantly been told by those in leadership positions they understand the necessity to train leaders, and conduct leadership training. However, when I review their procedures, syllabus, methodologies, etc., I have often observed that what they claim to be leadership training actually performs neither developing or training true leaders. Several programs are one-time efforts, while others have little plan to identify, qualify and develop someone into an effective leader. Philosophy is not leadership training, nor is only indoctrinating individuals into understanding the history of the organization. Effective leadership training should always be an ongoing, continuous, hands-on, interactive, challenging, informative exercise, but does not become actual training until actual usable techniques are taught, trained, drilled, learned, and continuous. Generally it is best to create an ongoing and continuous program that best develops a leadership cookbook.
2. The leadership cookbook must include multiple areas, and must be trained and taught in stages. First, new and upcoming leaders must be identified and qualified then, before they begin their training. The commitment must be understood by them and responsibilities involved in true leadership, and be willing to learn and develop a new skill set. This scheduled program must be ongoing from the early stage to middle leadership positions, to upper leadership, to highest leadership positions. Topics must include techniques, finances, budgets, people skills, answering objections, creating and formulating agendas, the need for transparent communication, setting goals, developing one's vision, understanding the organization's nuances and specifics, etc. All leaders, at all levels, must always continue to be trained. They must understand that they must continue to get better, maintain absolute integrity, and motivate and inspire others to follow, because no one can be a leader, if there is no-one willing and thinking about following.
True leaders are never born, but are rather trained and developed. If organizations wish to remain vital and vibrant, they must commit to professionally designed, created and conducted leadership training programs, with a consistent and ongoing message and methodology. Great leadership rarely occurs by accident!
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