When the old ways don’t work

The executive role has changed emphasis. It’s more about enabling organisations to bounce back, to repairing fractured relationships and coming up with new ways of tackling thorny issues. Here’s one way to get those fresh insights.

When the old ways don’t work genuine insightful thinking is required hence a shift in leadership development to Resilience, Collaboration, Insightful thinking.

Your confidence comes from your experience, there are few problems you have not encountered before, you know what works and you know how to go about it. Or you thought you did.
There does seem to be more firefighting dragging you into the day to day management rather than the strategic thinking and visioning. Now it’s all about  enabling the organisation to bounce back, it’s repairing fractured relationships and coming up with new ways of tackling the thorn issues of balancing an over stretched, inadequate budget, keeping the board’s ambitions realistic and addressing the recruitment challenge.
You do need space in an over crowded diary , time to think, and the opportunity to address your development needs,  to share your insights and gain from others.
Ideas like the four day week experiment that cut staff turnover and saved money without a drop in performance.
One of the best ways is vir facilitated peer group learning sets. Sharing experiences and insights with others in similar organisations facing similar challenges in a safe environment. Somewhere you can open up about your frustrations in the secure knowledge this will not find its way back to the chair or board members.
Of course this is not a new model of leadership development but previously it was targeted at second and third tier executives often those newly appointed or relatively in experienced but ambitious. What’s different is targeting Directors and chief executives particular those with years of experience at this level. The people who previously would have felt confident that there were few problems/challenges they had not encountered in the past. But post Brexit, post Covid and post austerity and with a new Government determined to show they are different, well old ways don’t work.

    Read more

    Latest News

    Read More

    Employment and recruitment for 2025: what’s in store?

    5 December 2024

    Newsletter

    Receive the latest HR news and strategic content

    Please note, as per the GDPR Legislation, we need to ensure you are ‘Opted In’ to receive updates from ‘theHRDIRECTOR’. We will NEVER sell, rent, share or give away your data to third parties. We only use it to send information about our products and updates within the HR space To see our Privacy Policy – click here

    Latest HR Jobs

    University of Glasgow – Estates DirectorateSalary: £40,247 to £45,163 per annum. UofG Grade 7

    Join Sage as our Director of HR – Mergers & Acquisitions, a high-visibility role where you’ll lead M&A efforts for the People Function—from due diligence

    HR Director – Mergers & Acquisitions Join Sage as our Director of HR – Mergers & Acquisitions, a high-visibility role where you’ll lead M&A efforts

    University of Oxford – Department of International DevelopmentSalary: £31,459 to £36,616 per annum. Grade 5

    Read the latest digital issue of theHRDIRECTOR for FREE

    Read the latest digital issue of theHRDIRECTOR for FREE