Why Effective Leadership Needs Proper Vetting I recently interviewed for a Plant Manager position, only to find the process alarmingly brief—just 15 minutes focused on technical questions with no discussion on strategic business alignment. As a senior leader, I expected a conversation that would address how the role integrates with company goals, performance metrics, and leadership collaboration. The lack of focus on these critical elements raised a red flag. A company that doesn’t thoroughly vet its candidates for leadership roles may not understand the complexity of the position. Rushed interviews signal a potential lack of respect for leadership and could indicate disorganization within the company. Effective plant management is about driving business strategy, not just operations. If the interview process fails to address this, it’s a warning to trust your instincts and look elsewhere for an organization that values strategic leadership and long-term success.
Anthony Lenocker’s Post
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In today’s fast-paced world, a clear strategy is everything. From executives to new hires, everyone needs to understand the roadmap for success. Leadership sets the tone. Executives must define a clear vision and communicate it effectively. Middle management translates that vision into actionable goals, ensuring the team knows how to execute. And every new hire should be equipped to connect their day-to-day tasks with the bigger picture. Without alignment at every level, even the best strategies fall apart. Clear communication and a shared understanding ensure that every decision moves the company forward. At UAC we believe a strong roadmap isn’t just a plan—it’s the foundation for success.
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L is for Leadership When you become a manager, you’re a role model for the team. Your actions, values, attitudes, and behaviours will influence how your team conduct themselves at work. However, leadership traits can be demonstrated well before that promotion to ‘supervisor or manager’, taking time to reflect on your own practices, how you behave under pressure, how you influence and enthuse colleague and how you are perceived by others will prepare you for the next step. There are many different ways you can do this, asking for feedback is a good start. Getting it right early in your career will help save a little pain along the way. People Management recently reported: “43% of employees have left a job at some point in their career because of a bad manager”. At Rise HR we train managers to make well considered judgements and decisions regarding all aspects of the employment relationship. If you need direction on the right leadership development for you or your teams, then get in touch directly: [email protected] or 08448546704 to find out more.
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A few years back, I was coaching a manager who wanted to fire one of their direct reports. As we discussed the mutual frustrations between the two, it became apparent expectations had not been communicated during the interview process. As the manager continued to lament their disappointment in the employees' performance, they made a comment which seemed like a personal justification for wanting to take swift action without taking shared accountability: "I just want them gone. They'll be happier somewhere else. One company's trash is another one's treasure." Oh, gross. This was the moment I realized we had failed this manager. It became an opportunity to invest in training as well as listening more deeply to the challenges of their role to better equip them with the right skills while reinforcing values-aligned leadership. Mid-management is, according to the research, the most difficult role in most organizations. If we want to lessen the burden, we must do more before expecting more.
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"Mid-management is, according to the research, the most difficult role in most organizations. If we want to lessen the burden, we must do more before expecting more." YES! We often overlook the necessary leadership training needed for new managers as well - leaders live in all areas of your organization!
A few years back, I was coaching a manager who wanted to fire one of their direct reports. As we discussed the mutual frustrations between the two, it became apparent expectations had not been communicated during the interview process. As the manager continued to lament their disappointment in the employees' performance, they made a comment which seemed like a personal justification for wanting to take swift action without taking shared accountability: "I just want them gone. They'll be happier somewhere else. One company's trash is another one's treasure." Oh, gross. This was the moment I realized we had failed this manager. It became an opportunity to invest in training as well as listening more deeply to the challenges of their role to better equip them with the right skills while reinforcing values-aligned leadership. Mid-management is, according to the research, the most difficult role in most organizations. If we want to lessen the burden, we must do more before expecting more.
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Creating a unifying vision is essential for any leader, not just those at the top. Discover how managers can actively contribute to shaping their organization's vision and learn practical strategies to leverage these opportunities and advance your career. 🚀
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The more time I spend with young leaders, managers who are the beginning of their leadership or managerial journey, with young professionals, or entry-level employees, the more I realize how unempowered they are. How unaware of so many different aspects that will impact their careers. I realize how much support they need in navigating the ins and outs of corporate world. I know first-hand how hard it is to maneuver through the complexities and intricacies of the business environment especially when you don't have anyone to be your compass. When I was creating my consulting company dedicated to leadership, my mission from the beginning was to make a difference. To work with leaders and managers on different levels of their careers, to work with companies and organizations of different sizes, to help them navigate day-to-day in business with understanding what true, authentic and effective leadership is and why it is important to center it around people. Today I am combining both of these worlds - I know that to really make an impact I need to be with those at the bottom of the ladder, who need support more than anyone, who have potential, but don't know how to manage it effectively - for their growth and for the benefit of their careers. I am launching the first and only free webinar out there designed specifically for junior and entry-level ambitious professionals who are ready to advance in their careers. This one - dedicated to the topic of promotion. My career was a fast-track one, so my first-hand experience, knowledge, best practices and tips on this topic available for those who sign up. Ready to get promoted at your work? Do you know someone who is and is struggling to get there or needs some more empowerment? Sign up to the webinar or share this with someone who needs a compass - link below: https://lnkd.in/dNUEt-75 "The one sure way to make a difference is to give."
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Today was a first in the Leadership Development space at Southwest Airlines! Our Company doesn’t just care about the work we do, but it cares deeply about HOW that works gets done, which is why we have a defined values system. We believe in those values and their importance so deeply they have become a part of our performance management process and hold equal weight with competencies and goals when it comes to how we are evaluated. Over the past couple of years we have worked to develop content specifically related to competencies in an effort to support Leaders and Employees to continue elevating that piece of their performance. In an effort to teach us how to elevate our values, this afternoon Josh Farrar delivered a module on humility (one of our nine values) and asked Leaders to evaluate how one might grow and develop this critical virtue. While we spent our time today considering how we can develop our own character, I started thinking about the critical role of the Leader in supporting the character development of their People and Teams. Leaders remove obstacles, communicate strategies, encourage collaboration and leverage their talent to accomplish meaningful work! And, while all of this is critical to the success of the business, it doesn’t capture our role in growing and developing our People and Teams in its entirety. I started reflecting today on how I might lead differently if I was focused on developing the integrity of a person in addition to helping them meet a deadline, if I was focused on helping someone realize the importance of humility while driving towards results, if I valued their attentiveness to their character as much as to the details of their work. We used David Brooks’ distinction of resume vs. eulogy virtues to enliven the discussion, and as usual I was deeply impressed and encouraged by our Leaders and their commitment to the challenging work of bettering themselves to benefit the organization and those they serve. Leadership when done well is a consistent act of self-confrontation, and as we grow in Leadership responsibilities our character must follow. This requires that we tend to our virtue and our competence equally, and commit to creating environments where our People can do the same. I am grateful (to say the least) to work with People who consider this their calling and to be with an organization that has continued to provide a space for these conversations! Taryn Stark Collins, M.B.A. Tempress Asagba Chris Woody Karleene West
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Many organizations face the real-life struggle of cultivating effective leaders from within their ranks. Promoting from within is often seen as an ideal way to reward high-performing employees and maintain company culture, but it comes with significant challenges. 👉🏼Newly promoted managers and supervisors frequently find themselves unprepared for their new responsibilities. 👉🏼They may lack the necessary leadership skills, such as effective communication, conflict resolution, and team motivation. 👉🏼The shift from peer to leader can create tension and uncertainty, both for the new manager and their team. The truth is, without proper training and support, these promising individuals can struggle to drive results, leading to decreased productivity and morale. Now how can you address these challenges? Many individuals used to think that these new leaders need to be years ahead in business before feeling “worthy” of their promotion. It turns out, they don’t. And all you had to do, as decision-maker of your organization, is to make one simple shift: to equip your new managers with the skills and competence they need to thrive in this new role. ⚙️ Ready to invest in your organization’s future by developing your newly promoted managers and supervisors? Stay tuned for more details about the New Boss Bootcamp and how it can help you achieve your organization’s goals. Join the waitlist through this link: https://lnkd.in/gaVzTkce
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