Leaders come in a lot of forms. Besides the traditional managers and supervisors; customer service and sales personnel are leaders and their followers are the clients they service.
Leaders do not have subordinates - at
least not when they are leading. Many organizational leaders do have
subordinates, but only because they are also managers. But when they want to
lead, they have to give up formal authoritarian control, because to lead is to
have followers, and following is always a voluntary activity.
To give a
business the best opportunity to win, leaders should be selected for a given
role because they have the natural ability to thrive in that role. After they
are selected, leaders should have opportunities to grow and develop in ways
that will help them better meet the demands of their respective roles. This
customized approach reduces the temptation to provide ineffective,
"one-size-fits-all" training and allows leaders to focus on the areas
that will make them -- and in turn, the enterprise -- most successful.
Going Beyond the Presentation
Having spent his professional life within top performing and iconic companies, Nathan will work alongside your leaders and review the game film. Not only will he review the film of the position player but that of the team and that of the opposition. He breaks down what works and what needs improvement to maximize their performance and their ability to transformationally lead the team to success.
Developing yourself is an essential part of the leadership progression. Leadership development embodies self-development at its center. Nathan personifies this, as he obtained his advanced education while working and leading successful teams full time. More than a consultant, he is a field tested leader with proven results. The leader can be a role model for team members to imitate. If the leader exhibits a commitment to receive and use feedback, a willingness to change and adapt as new opportunities arise, and the expertise to learn from both his/her successes and failures, then so will that leader's team.
Organizational dry rot takes many shapes. A particularly treacherous form consists of a state of complacency where individuals believe, “It ain't broke,” and “It doesn't need fixing.” This love of the status quo is particularly dangerous in industries with a rapid rate of technical change.
To survive, organizations must grow and adapt. They must continually try out and adapt new ideas. And that is why they need transformational leaders.