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 Posté le: Mar Oct 01, 2013 7:45 am Sujet du message: Leadership: Developing your next leader |
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{Leadership: Developing your next leader}
Jean-Pierre LeBlanc, co-founder and CEO of Saje Natural Wellness: "If you hire in your own image, you are creating redundancy"|© Dominic SchaeferBy Peter DeVriesTue May 21,[url=http://www.moncler-sale.org]moncler on sale[/url], 2013 12:01am PSTThat Saje Natural Wellness Inc., an industry leader in health and wellness products, was born from a painful and debilitating car accident is not readily apparent. But the story is there, and what co-founder and CEO Jean-Pierre LeBlanc learned as a result is helping him build strong leaders for the company."The well-meaning doctors kept prescribing drugs that were not functioning," said LeBlanc, who was injured in the crash more than 20 years ago. He found transformational healing in plant essential oils and co-founded the company.His passionate and inspiring story is an important leadership tool he uses to cultivate company values among his employees. But LeBlanc was not always the company's chief; he was quick to admit that he didn't always have what it took to be its leader. "Some of us have the good fortune of having a parent or a mentor that instils in us leadership qualities," said LeBlanc. "I wasn't that fortunate." He actually fired himself as CEO after 10 years with the company.He then trained as a life coach, a professional coach and a business coach. Having developed trust in his ability to lead, he came back to the company's CEO role with a renewed vision and the skills he needs to identify potential leaders at Saje."Building leadership is about developing shared values," he said. However, being on the same page does not preclude what he calls "individuation.""You have to understand the distinctive characteristics of your team. If you hire in your own image, you are creating redundancy."LeBlanc values people who don't think like he does and who are willing to say so. He believes a team can arrive at better, more effective decisions through creative conflict.To find good leaders, he looks for people with intellect who value wellness, possess courage, go above and beyond, and have a proven track record of success."If you've got the right person, spend the time and energy, give them the tools, remove the ceiling, and [you will] discover how capable they are."LeBlanc also runs an invitation-only group workshop series within the company. "I invite the brightest, most dedicated of our staff to do personal development work." It's a tool, he said, that helps his company grow leaders from within rather than having to hire from the outside.Juggy Sihota, vice-president of customer experience,[url=http://www.moncler-sale.org]moncler down jackets[/url],[url=http://www.moncler-sale.org]moncler sale[/url], strategy and development at Telus, believes developing and championing leaders from within the company must be an explicit objective of upper-level leadership.She looks for people who have the ability to not only work well within a variety of functions,[url=http://www.moncler-sale.org]moncler on sale[/url], but also the ability to teach others. She sees it as one of the hallmarks of a good leader."I feel I have a responsibility to [do that] as a leader," she said. She broke down her assessment of leadership qualities into four specific characteristics: intellect, attitude, self-awareness and humility.Intellect forms an important component of the leader's arsenal,[url=http://www.moncler-sale.org]discount moncler jackets[/url], she said, and enables him or her to assimilate the variety of skills required for good leadership. She believes that knowledge, expertise and good judgment signal intellectual capacity.A good attitude is also essential. "A person [needs] the ability to solicit feedback, act upon it and implement it to become a better leader." A person's intellect or education can be overshadowed by a poor attitude.Sihota also assesses future leaders' self-awareness."It's knowing what you can do,[url=http://www.moncler-sale.org]moncler sale[/url], knowing what you have done and knowing where you're going to need help." Individuals who don't have a clear perception of these three components set themselves up for failure.A person who has an inflated sense of what he or she has accomplished in the past,[url=http://www.moncler-sale.org]moncler outlet[/url],[url=http://www.moncler-sale.org]moncler outlet[/url], she said, is more likely to approach new tasks thinking they can do it all on their own. "You can see the crash coming."She looks for people who express an air of gratitude."Individuals who I find are thankful,[url=http://www.moncler-sale.org]moncler down jackets[/url], who are patient and who have a level of humility, motivate me to champion them even more."Sihota believes leaders need to take the time to get to know the people around them in order to discover who might be candidates for development. For that reason, she places a priority on allowing time in her schedule to discuss career options and to develop growth opportunities for those she manages. This can take the form of strategically filled temporary vacancies."Trying people in jobs is probably the most insightful way of determining if they have the capability or potential [to do them]."Traits to look for when developing leaders• a demonstrated intellectual ability to perform a variety of leadership tasks• a strong sense of self-awareness• humility and an air of gratitude or thankfulness• a good attitude and an ability to receive and implement feedbackTags: human resources, employee,[url=http://www.moncler-sale.org]discount moncler jackets[/url], employer, management
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