As a leader, you make decisions and manage employees, of course, but you are also a de facto cultural leader. Consciously or not, your manner and behaviour transmits a wide range of cultural markers and sets the stage for a healthy or dysfunctional organisation.
It is no wonder then that leadership development is an essential part of cultural transformation.
Barrett Leadership Development magnifies the effectiveness of leaders by helping them recognise their true cultural impact and embrace an authentic leadership style. Leadership Development cultivates the skills leaders need to:
Work more effectively with their leadership team
Better utilise the “soft skills” necessary to create a truly fulfilling and productive workplace
Engage with integrity and authenticity, the basis of trust
Find greater satisfaction, meaning, and connection in their work
We routinely work with individual leaders, teams, or leadership across entire organisations.
We begin by connecting you with a carefully chosen Barrett Certified Consultant. Consultants are highly experienced in navigating the challenges inherent in a leadership development process.
They will select the relevant Leadership Assessment and propose a program built around your needs and goals.
A 360 degree baseline assessment of your leadership values, strengths, and areas for growth, based on confidential feedback from your chosen colleagues.
Conduct a feedback review together to interpret your results, explore your reflections, and identify areas that need further inquiry.
Support you in crafting an action plan, including specific and measurable steps you can take to live your values and lead more effectively.
Track your progress, so you can see what’s working and where you need to shift your approach.
It’s true. Leaders play the crucial role in cultivating an optimal culture.
Leaders tend to focus solely on the “hard impacts” they have: deliverables, policies, profits. But leaders have an enormous cultural impact on their workplace as well. Too often, they miss this essential second role – wrongly thinking it’s too difficult to quantify or develop – and thus overlooking one of the most powerful contributions they can make to their organisation’s success.
In fact, leaders who engage in development routinely express surprise at how satisfying the process is, how measurable the results are, and how fast the return is.
There may be no effective or more economical way to increase an organisation’s performance.
Beyond strict performance parameters, leaders report that self-development connects them to their employees on a new level, and makes them more adept at providing a work environment that implicitly appreciates the humanity of their employees – the kind of ideal workplace in which purpose, motivation, and productivity are all tied together.