Disruptive Leadership Development

The qualitative aspects of the situation, including the vision, the values, the goals, and the attitudes, the standards, the expectations and the purpose of the context you are within.

The environment of your business includes:

• The culture of your business – how the place ‘feels’.
• The vision of your business – where is it heading?
• The purpose of your business – why are you in business?
• The values of your business – what do you care about and fight for?
• The goals of your business – what are the goals you’re here to achieve as a business?
• Your standards and the standards of those in your team.
• Your expectations and the expectation of those in your team.
• Your attitude and your team’s attitude.
• Your emotional aptitude and your team’s emotional aptitude.
• Your beliefs about what is and isn’t possible; and your team’s beliefs.

The quantitative aspects of the situation, including the benchmarks for success, the divisions of a company or within a team, the product centres, the operations manuals, the checklists, the policies, the procedures, and the lead measures and the lag measures. It’s the infrastructure you have access to and it includes (but is not limited to):

• The division of the business
• The department within the business
• The infrastructure
• The physical environment
• The equipment
• The systems
• The operations manual
• The checklists
• The templates
• The procedures
• The policies
• The plans
• The best practices
• The benchmarks you are striving to achieve
• The Key Performance Indicators (KPIs)

Implementation is about what really happens.

What actually occurs, when it occurs, how often it occurs, who does it, when, and how do they demonstrate they’ve done it, what evidence is there it’s done and who tracks it, how often, and how. Implementation is what actually happens. It’s the actions, decisions and process that actually occur. It’s not what should happen – that was in the top two levels. It’s where the rubber hits the road, as people go about bringing the idea into life and business. Implementation covers (but is not limited to):

• What we do
• When we do it
• How we do it
• How we decide it’s done
• Our evidence for completion
• What we maintain
• What we complete
• What we leave as incomplete
• What we focus on and more

Who is developed, what are they developed in (what areas), what skills do they have, how are those skills, assessed and developed, what scope is there to go beyond their current abilities or skills, or how often are they mentored, what is expected of them within the mentoring, whether it is formal or informal.

A good question to ask yourself is can you have a business that does not value these qualities? The answer could be yes. Will the business attract the best people? Probably not. Which means it won’t stand out amongst a sea of ordinary businesses who value comfort rather than fight for business success.

In order to bring the best out of your team it is essential to mentor the person, not the job. At AusInternational Consultancy Management Group, we use The TACOCA Model of mentoring which will help the executive team develop effective teams. They are clear about what they want but do not know how to make it happen.

We apply TACOCA Model of Mentoring which is an acronym for coaching for performance – it stands for Trust, Agenda, Challenges, Opportunities, Commitment and Accountability/Action. Each step builds for the success of the next.