Page 16 - MetalForming April 2014

Human Capital By Debbie McGrath
Three Key Factors for Leaders to Remember
Posted to HR.com by Ron Crabtree, CEO, MetaOps, Inc.
Here are three key factors for any leader desiring a change in their organization.
1) Leaders must recognize that the power of a plan or vision comes from the people understanding and adopting it. But contrary to what many believe, just having that “com- pelling vision’ is not enough. Where things fall short is often the result of a combination of factors, including the inabili- ty of leaders to demonstrate their commitment to employees.
Over-delegating and falling victim to magic “silver-bullet” cures fail to drive the proper communication throughout the
Content for Human Capital comes courtesy of Debbie McGrath, founder and chief instigator of HR.com, Aurora, Ontario, Canada. McGrath has a degree in computer science and business administration from the University of Guelph. Founded in August 1999, HR.com aims to help build great companies by con- necting them with the knowledge and resources they need to effectively manage the people side of business. www.HR.com
tel: 877/472-6648
organization. In addition, the necessity to convey the vision/strategy/plan to win understanding and buy-in of all in the organization is paramount.
2) Employees will see through any insincerity or lack of lead- ership commitment. Executives must truly commit to personal leadership of a change initiative. Without the top leaders showing the right level of personal commitment, it is nearly impossible to expect the next level of leaders to do so. This idea cascades down, building a culture in the organization.
3) Leaders must provide ways in which the employees are allowed to experience “insights’ at a personal level. Not only must the vision be understood and seen as important by the CEO, that person also must experience the vision on a personal basis. This will facilitate the adoption of new lines of thinking by all.
Upon reflection, the last point here is the “secret sauce” that we never learn about in management school and are missing in all the ‘transformation models.” Where most companies succeed, the top leader or CEO is the difference-maker.
It is important to think critically about how the personal touch can be accomplished on the part of the top-most lead-
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14 MetalForming/April 2014
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