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The Fifth Business Experience leadership model
The Fifth Business Experience leadership model
High performing leaders depend upon deep self-awareness and emotional intelligence, depth of understanding of what motivates and drives them, the courage of their convictions, a high degree of personal effectiveness and a range of skills that embrace communications, impact and influence and strong inter-personal capability
In this increasingly complex world and business environment, leading others requires more sophisticated leadership techniques than were required at the end of the 1990s. Motivating others, networking, building and nurturing high performance work teams, working effectively across functions and organisations, (for example through partnerships and alliances), influencing and getting the best out of people all require strong communication skills and an ability to build effective relationships
Leaders can only be effective when they fully understand the organisational context and climate within which they are operating
This requires much more than knowing the organisation's purpose, vision, strategy and goals. It is about understanding what is at the heart of the organisation; what makes it 'tick'; what is its culture (and how to change it) and above all, how to navigate organisational constraints and barriers to change so that the business is able to move forward anticipating as well as responding to changing consumer needs and market conditions.
Why it is important
Typical areas of focus
Our leadership model combines the three elements of 'Self', 'Others' and 'Organisation'. Typically, a fully integrated and balanced programme to enhance leadership capability would embrace all three elements, though for some, just one, or part of one element may be required. Why each element is important to leadership development, and what are the typical areas of focus for each, is outlined below.
