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Leadership Impact and Risk

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Reimagining Leadership Effectiveness

True leadership remains a rare and valuable commodity. Fail to nurture it and you risk losing it. Successful organisations need leaders to create a real impact on both teams and individuals, but it must be focused and in the right areas. Change is constant, but human behaviour is relatively stable and enduring. If you want to change behaviour, correct diagnosis is essential.

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81% of HR leaders cite ‘lack of readiness’ as a top reason that a high-potential candidate was unable to fill leadership positions.
Gartner, 2020

Understanding Leadership Impact

As recently featured in Company Director Magazine June Issue, our latest research argues for a model of leadership performance which acknowledges the impact of leaders in the achievement of organisational outcomes, while also recognising that the behaviour of individual leaders matters.

Identify, select and develop leaders who will have the required impact, in line with your organisation’s strategic requirements.

Understanding Leadership Risk

Go beyond individual derailers to spotlight the risks leaders can bring to the organisation, its culture and themselves. Find out how ‘too much of a good thing‘ can create a negative impact on leadership effectiveness.

Perfectionist

Impact Area: Service & Product Delivery

Places emphasis on the finer details and tries to ensure all work meets high standards.

A tendency to expend effort on perfecting details could be inefficient and may result in missing critical elements of the bigger picture.

Procedural

Impact Area: Managed Risk

Takes a considered approach to leadership and prefers to follow established procedures.

A preference for rigorously following the rules and being cautious about taking decisions could result in opportunities being missed.

Critical

Impact Area: Expert Reputation

Takes an analytical approach to work and looks to spot potential pitfalls or problems.

A focus on problems may be perceived as negative and could discourage important contributions.

Obliging

Impact Area: Organisational Commitment

Favours an accommodating approach to leadership and is likely to seek the approval of others for decisions.

A focus on accommodating the wishes of others could result in agreeing to actions which are not in the best interests of the organisation.

Autonomous

Impact Area: Successful Teams

Works more individually and is likely to do things without feeling a regular need to consult or involve others.

A preference for less interaction with others while working could lead to actions which take little account of other parts of the organisation.

Expressive

Impact Area: Communication

Prefers to interact regularly with others and is likely to be more dominant in social situations.

A tendency to be socially dominant can result in others’ views being overshadowed.

Disruptive

Impact Area: New Products/Markets

Comes up with alternative ideas and approaches, and seeks to do things differently.

A focus on ideas and unconventional approaches could disrupt ongoing work and waste time on unproductive activities.

Unpredictable

Impact Area: Organisational Transformation

Takes action to effect change and prefers not to feel constrained by set timescales.

A preference for action and change could lead to a reactive work environment which is in a constant state of flux.

Daring

Impact Area: Organisational Growth

Seeks challenging new opportunities for the organisation and is willing to take some risks.

A preference for the pursuit of new opportunities and a willingness to push the boundaries could lead to unnecessary risk.

Lead the Change

Bringing both Impact and Risk into leadership development activities can drive extremely powerful development conversations. It’s crucial that leaders start to think of their personal development in line with organisational values and outcomes, and that as an organisation you ensure that you give them the tools to create impact and avoid risk where it really matters.

Helping you make an impact

Talent Audits

Understand where you currently are

Recognise what is required to get where you need to be

Implement the strategy to get you there

Early Potential Identification

Identify who you should be investing in

Proactively identify talent for development opportunities

Create development opportunities earlier for high potentials and consistent performers

M&A and Transformation

Understand the collective potential of a new team

Recognise who can shape the new future of the organisation

Develop individuals & teams in line with the new strategy

Succession Planning

Identify who is ready and who can be made ready

Understand what matters most when moving levels

Minimise the opportunity for bias

Strategically Identify Emerging Leaders

Strategically identify and develop emerging talent and leaders with our new way of measuring potential.

Break free from the traditional definitions of potential and include the nuance that is unique to your organisation

Create opportunities for a wider and more diverse talent pool

Review a broader spectrum of paths for progression

Significantly reduce the risk of making the wrong decisions with the most powerful predictor of workplace potential

Benchmark the calibre of your talent pool for a wider view of ‘what good looks like’

Dive deeper into an individual’s behaviours as well as group trends with our dynamic dashboard

Featured in Company Director Magazine Volume 39 Issue 06

The Toolkit

Powered by our Wave® Professional Styles personality questionnaire, these reports bridge the critical gap between leadership behaviours and organisational outcomes and enhance individual self-awareness to drive powerful leadership development.