CLF LE 2 - People

Welcome to this CLF PD platform post on the importance of people and how they contribute to effective leadership. The sections below will progressively immerse you deeper into the different areas and guide you to reflect on your current practice and any areas for development.

Introduction

LE2a- Recognise the proficiency of the team and continuously develop individuals.

People are the most important resource an organisation has and their effectiveness is directly linked to the way they are managed and nurtured. In order to reap the highest levels of productivity leaders must Recognise the proficiency of their team and continuously develop individuals. Developing others is a process of identifying needs, providing high-quality professional development opportunities, managing the transfer of that training into the workplace and then monitoring its impact. Coaching and mentoring are key tools in the provision of ongoing, personalised and responsive professional development.

LE2b- Recognise excellent work and praise good performance.

Effective leaders have high levels of emotional intelligence (EQ) and are able to identify, assess and manage their own and the emotions of others. This enhanced EQ gives them a greater understanding of themselves and others which in turn leads to improved relationships, reduced stress and increased stability and productivity. To maintain strong relationships leaders must Recognise excellent work and praise good performance. These regular 'deposits' contribute to the development of employee motivation, belonging and discretionary effort. Applied across groups of individuals this investment in people is also a key lever in the development of high-performing teams.

LE2c- Challenge and support under-performance effectively and confidently.

Leaders must also embrace their role in the management of people and Challenge and support under performance effectively and confidently. They must understand the distinction between underperformance and misconduct and seek to explore the difference between an individual who can't deliver because of a lack of capacity and an individual who won't deliver because of a lack of motivation. When conflict does arise leaders must take early action, strive to understand differences in understanding, perspective or belief and professionally seek a resolution. working so closely with people means that leaders must have a good working knowledge of key HR processes such as recruitment, onboarding, grievance, misconduct and exit management.

Key Takeaways

Maximising organisational and team effectiveness rests on the successful professional and personal development of its members.
Coaching is a key element of an organisation's professional development offer and involves developmental dialogue that develops insight and leads to action and improvement.
Mentoring is another key element of an organisation's professional development offer and involves the transfer of knowledge, understanding, and skills between different levels of expertise.
EQ describes the ability to identify, assess, and manage the emotions of one's self, of others, and of groups. EQ has been closely linked to personal and organisational effectiveness.
Effective teamwork is critical for completing tasks, improving motivation, sharing knowledge, and generating ideas. Building high-performing teams is a systematic process.
Leaders must be able to identify and manage failures to carry out the duties of a role or activity to the standard required by the organisation.
Conflict is a normal part of life and can be functional when it drives change, learning, and growth. Leaders must however identify and manage it when it becomes dysfunctional or toxic.
Effective leaders ensure that they have a working knowledge of Key HR processes so that they remain compliant, equitable, and ethical.

Reflective Questions