Allity is a large, private aged care organisation, recently recognised with the ‘highly commended award’ in Voice Project’s 2019 Change Challenge Awards. In just one year, Allity have seen noticeable improvements in several key practices and employee engagement, leading to a significant reduction in staff turnover.
We are regularly seeing cases of questionable leadership in the media. With the discoveries made by the recent Royal Commissions, the #metoo movement, Trump scandals and the Liberal Party spill, a renewed emphasis and stronger focus on ethical leadership has never been more important.
Leadership Capability Frameworks
Leadership competency frameworks vary from overly simple to overwhelmingly complex. The trick in developing an effective framework is getting the balance right between being:
Sometimes managers or leaders receive “bad” feedback. Few of us could honestly say that we relish this as a ‘learning opportunity’. Indeed, Voice Project’s 360 degree survey data shows that responding well to feedback is one of the weakest areas of performance for most leaders.
Voice Project has worked with Swinburne University to deliver their employee engagement surveys since 2006. The Corporate and Government Affairs team within Swinburne were able to build on already strong results and achieve further positive changes in their most recent survey.
While most organisations share an expectation that their senior leaders should be good at Persuasive Communication, Strategic Thinking, and Leading Change, less frequently stated is the need for leaders to demonstrate Integrity.
A brief scan of recent news stories shows that leader integrity should not be assumed. Some examples include:
It seems obvious but it is worth reiterating - one of the chief benefits of 360 feedback is the ability to compare and contrast perceptions of our workplace behaviour from different quarters. This can reflect how we may behave differently when we are managing up, down or with our peers.
I was recently discussing leadership development with a client. She explained that they were trying to rebuild trust in a particular leadership team after their involvement in a 360 feedback process left them with “raw nerves” and was perceived to have damaged their performance as a team.