Read more about the article Leadership Feedback: 3 Powerful Ways to Uncover Blind Spots and Accelerate Your Growth

Leadership Feedback: 3 Powerful Ways to Uncover Blind Spots and Accelerate Your Growth

In my years as an executive coach, I've worked with many leaders - some at the top of their field, others newer to their roles - who have one thing in common: something, often invisible, is holding them back from reaching their full potential. Sometimes, it's a habit, a belief, or simply a blind spot they can't see on their own. Take a moment to think about the best leader you've worked with. What set them apart? Was it their infectious optimism, the way they united people behind a vision, or how they encouraged you to stretch well beyond what you thought possible? That's the kind of leadership we remember. But here's the truth I often see: even the most admired leaders still have room to grow. What distinguishes the best isn't perfection - it's their willingness to keep learning and evolving. Sometimes, areas for improvement are readily apparent, but more often, they're hidden, yet impacting everything from team morale to business results. The good news? Being curious and willing to listen, you can uncover those blind spots and use them to drive your personal growth. So, where are you now in your leadership journey? Are you actively seeking feedback, or maybe you've received some surprising comments you're not sure what to do with? You may sense there's more you could be but haven't quite figured out what's standing in your way. Here's what I've learned: introspection matters but real progress begins when you invite feedback from others—the people who see you lead every day. That's where fundamental transformation starts. Blind Spots:  Hidden Opportunities for Leadership Growth Blind spots are just parts of ourselves we can't see. I've worked with leaders who thought they were being crystal clear but whose teams felt uninformed. Others considered themselves decisive but were seen as impulsive by some colleagues. Recognising these gaps in perception is the first step to becoming an even stronger leader. Research from the Center for Creative Leadership shows that most leaders - at least half - have one prominent blind spot affecting their work (CCL, 2020). So, you are not alone in this journey of self-discovery and growth! Korn Ferry categorises blind spots into three buckets: trouble connecting with others, difficulty inspiring or developing people, and having a narrow focus rather than seeing the big picture. No matter where your blind spot lands, recognising it is already a leap forward. If you want to keep growing - and help your team do the same - the most effective move is to ask for feedback from those who work alongside you every day. The Power of 360-Degree Feedback So, how do you uncover what you don't know? That's where 360-degree feedback comes in. It's one of the most powerful tools I use with my clients. By gathering insights from your direct reports, peers, manager, customers and others, you gain an honest and empowering picture of your leadership impact. The Johari Window is a great model for this: it's a four-box model…

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Read more about the article Three agile leader practices that drive superior business performance
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Three agile leader practices that drive superior business performance

In my last post, I described four competencies that differentiate leaders who are highly effective in transforming their organisations in response to significant change. Identified in a research study at the Global Center for Digital Business Transformation, the HAVE competencies (Humility, Adaptability, Visionary and Engaged) are signature skills of agile leaders. The study also found three behavioural practices that shape the impact agile leaders have on the way their organisations deliver results in disruptive business environments. In combination with the competencies, these practices reinforce the openness and responsiveness that leaders and their organisations need to thrive. Hyperawareness Hyperawareness, the first practice, refers to constantly scanning the internal and external environment for opportunities or threats to the business and using multiple lenses to view what needs to be addressed. Hyperaware leaders stay up to date with industry movements and detect new trends as they emerge. With a wide-screen view of the world, they look for new insights into how their organisation should position itself in the market. They are ready to guide others through a strong vision for the future. Reflection Question: Do you have a good balance between expanding your perspective on the big picture and getting things done? Informed decision making The second practice is about using information to make evidence-based decisions. It has three components, well-directed information gathering, practical analysis and informed judgment. Each one is critical in moving an organisation forward in uncertain times. However, leaders may sometimes lack sufficient data and information and must draw on experience and intuition. Whilst some may enjoy exercising personal expertise, there is a risk that they may miss creative solutions and create a 'good enough' culture in their organisation. Reflection Question: What is your preferred decision-making approach, getting the facts or using your intuition? What impact does this have on your leadership style? Fast execution The willingness to act quickly completes the trio of practices; the positive impacts of hyperawareness and informed decision-making are magnified if leaders emphasise fast execution. A survey by McKinsey reported that the need for speed is paramount for organisations responding to market changes in the post-covid era, with many leaders rating speed more important than reducing costs, increasing productivity, or engaging more effectively with customers. Despite this, many things get in the way, such as behavioural norms, organisational silos, and lack of strategic clarity. Agile leaders focus on removing barriers by devolving responsibility and simultaneously encouraging autonomy. Reflection question: Have you allowed processes or obstacles to get in the way of getting things done? What could you do differently to focus your people on achieving a goal? Summary In the Agile Leader model of four competencies and three practices, we have a powerful package of skills to drive business results and sustainability. For example, we recently helped a senior leadership team analyse their capability against the Agile Leader and the results clearly illustrated how and why the team became 'stuck' in resolving some of the problems they faced. This information gives team members deep insight into…

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Read more about the article Change Agility: a leadership priority

Change Agility: a leadership priority

Little did we know when we started writing about Learning Agility in 2019 that we were soon to face a worldwide threat that would cause millions of people to dramatically change their daily lives. We expected our next topic would focus on defining Change Agility and making a compelling case for it to be central to leadership development in 2020 and beyond. Now, we find ourselves in the grip of a global crisis. The coronavirus pandemic has reached more than 2.5 million known cases, claiming over 177,688 lives across 210 countries.* Revisiting our plan in this context, we quickly recognised that the mindset and behaviours associated with Change Agility are even more critical for leaders than before. To explain, we initially called out the need for leaders to: Understand the social needs of their people, especially during times of change. Cultivate curiosity and scan the environment diligently for opportunities and threats. Prepare for the future of work with strong growth in flexible working and remote teams. Today, we are seeing these in a new light through our coaching practice as we talk daily with leaders dealing with the critical issues of caring for their people and safeguarding the future of their business. Change Agility defined Energy for the new and different is the essence of Change Agility. We see it in people who embrace change and seek out continuous improvement, from small, incremental enhancements to large-scale transformations. As we look at the characteristics of change agile leaders, we see they: Regularly scan the environment, inside and outside the organisation, for opportunities and threats. Envision the future and project multiple scenarios to maximise their chances of success. Like to experiment and use an iterative process in devising new methods, products and services. Look outside the box to find creative and unique ideas they can bring to life. Recognise that change is unsettling for many and take steps to deal with their own feelings and alleviate the anxiety and fear of others. Encourage input from others, recognising that they themselves do not have all the solutions. How many of these are true for you? Take time to reflect on each point and ask yourself how much time and attention you devoted to practicing each one in 2019. What does this tell you about what you need to do differently in 2020? Honest self-appraisal An accurate view of our self and our capability is essential for leveraging strengths and managing weaknesses. Sometimes, we know what we need to work on for development, but don't prioritise the action steps that are required. At other times, daily pressures get in the way and we lose sight of the value of equipping ourselves with new skills, habits or the mindset that will make work easier and results more attainable. If you need inspiration on how to strengthen your Change Agility in the current environment, seek input from two or three people who know you well. Invite their suggestions on how you can strengthen your impact as an agile…

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Read more about the article People agility: a potential game-changer for leaders

People agility: a potential game-changer for leaders

People agility has emerged as a 'must-have' capability for leaders in today's complex and dynamic business world. Not only do leaders need to navigate this turbulent environment successfully themselves, but they also need to be the enablers for their people to solve problems and deliver results. One way they can create the inclusive, collaborative and innovative culture their organisations need is by consistently demonstrating a desire to explore, discover and learn with others. Simply put, it's about being agile in the way they engage with their people. However, many strategic and operational demands on senior executives can get in the way. People agility defined At first glance, people agility seems to describe the capacity to get on well with others, but there is more to it than that. People agility is the ability to take an open-minded, curious and flexible approach to people, looking for diverse opinions to broaden mutual understanding and achieve common goals. People agility is also about communicating clearly, adjusting the style, pace and message to the audience. It's being willing to take on a different viewpoint depending on the person or circumstances. People agile individuals learn quickly how to hear out opposing views and take care not to incite or escalate tension or conflict. These characteristics are rounded out by the ability to read people well and predict how individuals and groups will respond to various events and situations and being ready and willing to help others to excel. This is often referred to as 'emotional intelligence' or EQ. This is the second of five blogs on why Learning Agility matters for executive success, with specific tips for enhancing the people agility dimension for yourself and others. Social leadership Leading involves understanding the social needs of people, including those who consider themselves focused on tasks rather than people. It must be recognised that social engagement is fundamental to human health and well-being which has a significant impact on organisational performance. Dr Matthew Lieberman, neuroscientist and author, describes social engagement as a fundamental requirement built into our biology along with the basic needs for survival. In his book Social: Why Our Brains are Wired to Connect he suggests that it deserves to be at the foundation of Maslow’s hierarchy of needs. Infants embody the need to be connected because they are totally dependent on their caregiver(s) and the quality of care they receive has been shown to influence their cognitive and emotional development. The effects can last a lifetime. So, what are the implications for business leaders? They need a mindset that helps them focus on: Recognising the need for people to 'belong' and emphasising the importance of the team. Facilitating open dialogue with a wide variety of contributors and stakeholders. Breaking down barriers to collaboration across the organisation. Building a sense of community connected to a higher purpose. People orchestration skills In his book Know-How, Ram Charan describes skills that separate leaders who perform from those who don't. One of those skills is the ability to manage…

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Read more about the article Learning Agility: Why it matters for executive success

Learning Agility: Why it matters for executive success

Learning Agility refers to the ability and willingness to quickly adapt. The concept was derived from systematic research over several years into the careers of highly effective business leaders. These leaders were found to share important characteristics that set them apart. Keen observers of what was going on around them, they were intellectually curious, flexible and adventurous. Reflective about their experiences, they frequently made creative connections between apparently unrelated pieces of information and they had a preference for bold and new solutions to problems. Learning Agility Dimensions Further studies revealed some interesting facts about those who had greater Learning Agility - not only did they get promoted faster and more often than others, but they were significantly more successful after they were promoted. Learning Agility has since been widely accepted as a key indicator of potential, and interest in Korn Ferry's multidimensional model as a way to develop leadership capability and performance has grown. This is the first of five blogs on why Learning Agility matters for executive success, each focusing on one of the agility dimensions - mental, people, change, results and self-knowledge - with tips for enhancing Learning Agility for yourself and others. Learning Agility in the 2020's The qualities associated with Learning Agility have taken on new currency in today's complex and dynamic business environment where change and uncertainty are the norms. Significant shifts in technology, globalisation and social trends require organisations to transform the way they do business to stay relevant in their markets. Over the next decade, the organisations most likely to succeed will be those that are nimble and adaptable. The guidance of forward-thinking and strategic leaders will be essential. You'll know them when you see them - they embrace complexity, examine problems in unique and unusual ways and are open-minded toward ideas and people. In other words, they are learning agile. Developing Learning Agility A commonly asked question is - can people develop their Learning Agility? Whilst it's a relatively stable attribute, Learning Agility is defined in terms of behaviours. So, the answer is yes. Conscious and deliberate practise of those behaviours will enable people to enhance their Learning Agility. As a starting point, a person should be on the lookout for opportunities to learn and grow or, even better, embrace the concept of learning as a lifelong journey. In her book Mindset: The Psychology of Success, Carol Dweck described this as having a 'growth mindset' which she says is the key for realising one's full potential. Mental Agility This dimension of Learning Agility concerns the way people deal with concepts and ideas. Being mentally agile is primarily about being curious and inquisitive - searching for the new, exploring the unknown, taking time to think things through and looking for themes within and across situations. A person with this orientation doesn't stop at obvious answers to problems but looks below the surface for underlying causes, drilling down into complex issues to simplify and make sense of them. About Curiosity A Google search today…

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Read more about the article Developing your next generation of leaders

Developing your next generation of leaders

Do you have a model of leadership competency needed for your business to succeed? If so, you are probably using it to shape the development of your next generation of leaders. If not, you may be putting your business and your most promising people at risk as they navigate their way to becoming the leaders of tomorrow. Many organisations struggle with building the depth and breadth of leadership talent they need for the future. They may have identified their best performers, carefully chosen some courses for them and developed a list of promotion opportunities. But, somehow it doesn't all come together and there may be a nagging doubt on the return on investment in time and effort. So, how do you create the conditions where the people who can lead your organisation into the future can be nurtured and developed? This may seem a simple question, but the answer is complex. Your organisation's culture and way of operating, existing development practices and the aspirations of your people need to be taken into account. Adults are motivated to learn something if it has value to them. Therefore, a program that will equip aspiring leaders with the skills they need to achieve their career goals will have great appeal. Learning needs to be as practical as possible, providing tools and techniques for leading and managing that can be applied immediately. If the learning is delivered in a modular format so they can try out the skills and report back on progress, even better. Our suggestions for engaging your leaders of the future in meaningful development are: Use your business goals and challenges to define the capability future leaders need to succeed. Devise a program that communicates and focuses on building this capability. Select the right assessments to help participants heighten their self-awareness. Design learning experiences that integrate seamlessly with the responsibilities and work schedules of the participants. Assign participants to projects of significance to the success of your organisation. Turn up the intensity of the learning by involving senior leaders in mentoring participants.

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Read more about the article Do you know the leadership gaps in your organisation?

Do you know the leadership gaps in your organisation?

In today's volatile business environment, leaders are being challenged more than ever to adapt to new realities and lead ongoing change. But, do they have what it takes? We were recently asked by one of our global clients to determine the most common development needs from assessments completed by 30 people in preparation for an advanced leadership development program. It set us thinking. Could we go broader and identify trends across our 360-feedback database? Indeed, we could. And we found the results of our analysis fascinating. Here is a brief summary that we hope will trigger some reflection and insights for you and your organisation. Drawing on Korn Ferry's global competency framework, we examined data gathered for 226 leaders who participated in Voices 360-feedback across Australia and New Zealand. With input from over 2,000 raters, these individuals work in senior management and executive roles in a range of public, private and government organisations. We compared what people thought was important for these leaders to be successful in their roles with the level of skill they currently demonstrate. Three competencies immediately jumped out where there was a significant leadership gap - importance was high and skill was low. Builds Effective Teams - Defined as developing strong-identity teams that apply diverse skills to achieve common goals. Directs Work - Defined as giving direction, delegating, and removing obstacles in order to get work done. Drives Engagement - Defined as creating a climate where people are motivated to do their best to help the organisation achieve its objectives. In combination, these competencies are directly related to leveraging talent and inspiring people through a sense of purpose and belonging. As core leadership skills, they have a profound impact on the way people relate to each other and their organisation, as well as the discretionary effort they put into doing their work. When faced with continuous change, people look for something to hold on to. They want to cut through uncertainty, understand what needs to be done and feel part of something bigger than themselves. If leaders are unable to create an environment where people feel committed and empowered to perform, there can be significant consequences to business performance in both bottom-line results and staff engagement. We think the results of our analysis are important because it's not the first time we have seen them. They align with Korn Ferry's global competency research findings that were released in 2017. There, we saw that skill level in these three competencies was actually lower for executives than managers. Yet, two were found to be significant to performance at the executive level (Builds Effective Teams and Directs Work). In our view, Builds Effective Teams warrants special attention because we have seen it steadily growing in importance over the last decade according to our 360-feedback data. People are increasingly recognising there are substantial benefits when teams are set up for success. However, skill in developing a well-functioning team has not kept pace with demand. Not surprisingly, this competency rates high on Korn Ferry's Developmental Difficulty…

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Read more about the article How Effective are Your Leaders?

How Effective are Your Leaders?

Business leaders today face the challenges of accelerated change, disruptive technology and regulatory compliance, regardless of the size of their organisation and their industry. Those who have what it takes to succeed have the flexibility and courage needed to deal with constantly evolving business opportunities and threats, and the judgment and wisdom to make good strategic and financial decisions for their business. This is a powerful combination of skills. They complement each other but are essentially very different. Whilst some may come naturally to a person, it is likely that others will need to be learned on the path to becoming an executive or mastered once they are there. The big opportunity for leadership development professionals is to guide this learning in a way that helps every senior leader balance their ability so they succeed in doing what needs to be done and delivering the right results. As executive coaches, we work with leaders to help them build the capability that will make them truly effective in the context in which they work. We offer these observations on three practices that we know make a significant difference in the way a leader manages him or her self Leveraging the strengths of self and others Effective leaders inevitably dig deep to understand themselves, so they can leverage their strengths and work around the things they are not good at. They don’t avoid personal responsibility to deliver results and if they know they are stretched in any area of performance they actively seek out a coach or mentor or add someone to the team who has strengths in the area that they don’t. Constantly monitoring performance Leaders who are results-oriented are acutely aware of their performance; they constantly monitor their progress against goals and reflect on what went well, what didn’t go well and why. They sharpen their awareness of new and emerging demands by reflecting on how they are going in key areas such as delivering their strategy, structuring their business well and engaging and inspiring their people. Remaining faithful to purpose Successful leaders know they live in a complex world and are single-minded in their purpose. They are discerning in how they manage their time and don’t allow events to be more of a distraction than they need to be. They know when they are in the office their time is not their own and people will move in on their schedule. So, they allocate the time and a specific place to do their planning and thinking. In summary, these practices drive leader effectiveness because they involve high levels of self-awareness and channel attention to personal contribution and the achievement of results.

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Read more about the article What will be your leadership legacy?

What will be your leadership legacy?

It would be hard to find a successful leader who is unable to point to a person or people who guided their path through good counsel and encouragement. As you read this, you are probably already thinking about your own experience. Who helped you get to where you are today? What did they say or do that made a difference? Leaders are often measured on how they shape the capability of the next generation of leaders as well as their personal achievements. So, are you helping others as you have been helped yourself? What do you think people will remember in years to come about your impact on their success in their careers?  How will they describe your leadership legacy? Of course, everything you do in managing your business and your people speaks volumes about your understanding of the way leaders develop. People build capability at work by taking on different jobs and learning from others. And, who better to guide them than experienced leaders who know and understand the intricacies of what it will take to succeed in their business and industry? There are compelling reasons for organisations to tap into this valuable source of expertise. They face generational change and successors must be prepared for leadership roles. Economic conditions, lean organisations and pressures to perform mean that fewer people are doing more work, so sharing expertise and best practices are critical. This is where mentoring comes in - a powerful process where the leaders of today are preparing the leaders of tomorrow. From an organisational point of view, mentoring is instrumental in achieving higher levels of employee engagement in three key areas: development opportunities career advancement prospects trust in senior management. Organisations worldwide recognize these benefits and some actively encourage mentoring through formal programs.  A growing trend is “reverse mentoring’ where a junior employee provides guidance to a senior leader, typically in areas of technology.  A double benefit!  

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Read more about the article 360 Feedback, a key component of leadership development

360 Feedback, a key component of leadership development

Building the right leadership capability to drive business performance is a key issue facing organisations today. A changing competitive landscape, rapid advances in technology and an ever-increasing need for innovation all point to a shift in the demands on leaders. Whether there is a need to be strategically agile, more flexible or to foster collaboration, individuals need to know the extent to which they are effective in their roles. A powerful way to ensure people align with organizational leadership needs and realize their full potential is through 360-Degree feedback and coaching. Done well, participants are driven toward self-awareness and self-improvement in line with business goals and personal career aspirations. Best practice 360-Degree feedback is instrumental in developing leadership capability because it: Raises the self-awareness of the participants Stimulates self-improvement for job and career success Provides knowledge about what choices are best suited to individuals’ personal development Creates a climate for honest development conversations Identifies those who are serious and intentional about their development Helps teams learn to work more effectively together Determines common development needs across the team The insight gained from 360-degree feedback must be converted into action to create positive change. Self-monitoring on the leadership development journey is rarely sufficient and coaching can be used to sustain the effort by setting goals, agreeing on milestones, and celebrating achievements.

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Read more about the article Measuring Learning Agility

Measuring Learning Agility

Most people are good at doing things they’ve done in the past and coming up with solutions they know from experience work well. Fewer are adept at handling new and unique challenges where there are no obvious answers. Yet, this is precisely what is demanded of leaders today. A dynamic and complex business environment requires people to be resourceful and adaptable, to think and act in new ways as situations change. It takes people out of their comfort zone and pushes them beyond their usual ways of doing things. The extent to which people enjoy these challenges varies significantly. Some prefer to avoid them, holding on to trusted skills, expertise and patterns of behaviour, whilst others actively seek them out in order to satisfy their natural curiosity and enjoyment of doing new things. Agile learners demonstrate the ability and willingness to learn from experience and use those lessons to succeed in new and different situations. They look for many, diverse experiences and this runs counter to sticking with any one discipline for long periods. On this basis, not every job is suited to agile learners. Some jobs require deep expertise where being highly learning agile could actually be a disadvantage. Organisations can better manage their talent when they measure learning agility and carefully match the right people to the right jobs, career paths and developmental experiences. How Can Learning Agility Be Measured? Learning agility is a multi-dimensional concept. Based on research over three decades, Korn Ferry’s model is made up of five factors - Self-Awareness, Mental Agility, People Agility, Change Agility and Results Agility. These are defined as a set of behaviours that are both observable and measurable. Multi-rater assessment A straightforward way to measure Learning Agility is through a 360-degree survey. Choices® is a proven, easy-to-use online assessment that provides people with meaningful feedback on their overall Learning Agility and each of its five factors. Choices® is useful as it raises awareness of what Learning Agility actually is among individuals and their raters by reading the behavioural descriptors as they complete the assessment. It is also supported by the FYI for Learning Agility™ book that contains specific actions a person can take to develop Learning Agility. Self-assessment A second way to assess Learning Agility is through an online self-assessment called viaEDGE™. To overcome the tendency of individuals to over or underrate themselves, rigorous verification scales are used to determine the accuracy of their scores, providing a confidence index for each completed assessment. viaEDGE™ is useful when time is at a premium and is effective for assessing larger groups of individuals. It is supported by a development guide called Becoming an Agile Leader: A Guide to Learning from your Experience. What are the Benefits of Measuring Learning Agility? An organisation’s success depends largely on its people, talented individuals who contribute to the achievement of organisational goals. Those who effectively leverage the abilities of their people are focused on understanding and differentiating their talent. All talent is important, but all talent is not the same.…

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Read more about the article Understanding Learning Agility

Understanding Learning Agility

What is Learning Agility? Learning Agility is defined as “the ability and willingness to learn from experience and use those lessons to succeed in new and different situations”. People differ significantly in what and how they learn from experience. Some acquire skills and knowledge, readily picking up technical information, whilst others are more adept figuring out how to solve unfamiliar problems and finding new ways of looking at issues. Learning Agility is defined as “the ability and willingness to learn from experience and use those lessons to succeed in new and different situations”. People differ significantly in what and how they learn from experience. Some acquire skills and knowledge, readily picking up technical information, whilst others are more adept figuring out how to solve unfamiliar problems and finding new ways of looking at issues. Primarily, learning agility is an indicator of adaptability rather than intelligence. Although intelligence influences the ability to learn from a traditional perspective, learning agility is a different and distinct trait that is not significantly correlated with intelligence. Agile learners tend to approach new experiences with curiosity and resourcefulness; they respond well to situations that stretch their thinking and current way of doing things. On the other hand, less agile learners prefer what is familiar and to go with proven solutions. Where did the term Learning Agility come from? Dr Michael Lombardo and Dr Robert Eichinger introduced the term Learning Agility two decades ago as a key indicator of leadership potential, based on extensive research into executive success and derailment carried out at the Center for Creative Leadership[1] and Lominger International.[2] This work has been carried on by Korn Ferry since 2006 and their findings have echoed by many others who have highlighted the importance of learning from experience. For example, Warren Bennis and Robert Thomas found that successful leaders commonly had critical experiences that changed their thinking.[3] It should be noted that the origin of Learning Agility as a construct was derived from leadership research, as opposed to educational psychology. However, other streams of research have contributed to the understanding of Learning Agility, including studies of different forms of intelligence. Dr Robert Sternberg put forward his theory of “successful intelligence” as the kind of intelligence used to achieve important goals. He emphasises analytical, creative and practical abilities as key components of the ability to succeed in career and life.[4] Why is Learning Agility important? As Learning Agility comprises a set of skills that allow us to learn something in one setting and apply it another, it is especially significant in today’s business environment where change, uncertainty and ambiguity are the norms. As much as we may like to think that things are stable and under our control, the reality is quite different. The vast majority of the problems facing executives and managers lack clarity and have no obvious answers.[5] New technologies, new processes and new business challenges. Nothing stays the same very long. In addition, jobs themselves become more complex at higher levels in an organisation and it’s…

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