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Leadership, Emotional Intelligence and Soft Skills

Management-Dev-Cogs

10 years after the Egan Report, the Chartered Institute of Building (CIOB) published their ‘Leadership in the Construction Industry’ report which also highlighted that leadership is more than just deploying ‘the so-called hard skills such as planning, directing, organising and keeping score’.10 years after the Egan Report, the Chartered Institute of Building (CIOB) published their ‘Leadership in the Construction Industry’ report which also highlighted that leadership is more than just deploying ‘the so-called hard skills such as planning, directing, organising and keeping score’.
The construction industry has been talking about the need for leadership for at least three decades (Latham, 1994) and the approach remains based on improving efficiency both in delivery and in procurement.  But is this enough?  What about communicating vision and employee engagement? And what of leadership style?
Like most things if there was one simple answer we would have found it by now and already be implementing it!  Leadership style is important but is only one piece of the jigsaw and there are volumes written on the subject. Experience and knowledge is key and we do know that in terms of leadership, those with a ‘transformational style’ tend to focus much more on supporting, developing and motivating others in order to achieve greater success.The very nature of the command and control style is about managing loss or avoidance of loss, whereas the nature of transformational leadership is about people and those people being engaged and motivated enough ‘to pull out the stops’ to get the job over the line.  From an equality and diversity perspective studies show that the transformational style is much more easily adopted by female leaders because they have a more interactive and inclusive style.In my study, it was evident that most leaders at that time had progressed into leadership roles not based on style but based on technical and mechanical ability and longevity in the industry.  As with most things there is a flip side to this coin too. Those with experience and capability bring much to the table but the very depth of experience that they bring can often lead to them doing the same thing and operating in the same way, and of course doing that never gets you different or better results.Many now believe that Emotional Intelligence (EQ) is fundamental to great leadership and as a subject or science has been increasing in popularity and recognition over the last 25 years or so particularly in relation to leadership. Effective leadership is important in any organisation because there is no escaping the fact that it is the people in an organisation who will deliver a leader’s vision.  This means that the discretionary effort made by the workforce will undoubtedly depend on the level of relationship, respect and engagement that the organisation’s leaders have with its people.
Success Train is always keen to hear from organisational leaders who would like to learn more about tools for leadership enhancement, for themselves and their employees. For more information - call Jackie Casey on 01384 402592


Success Train is always keen to hear from company directors and managers who would like to learn more about effective processes to reduce the risk in recruitment or develop tactics to enhance leadership skills for themselves and their employees. 
For more information call: Jackie Casey on 01384 402592 or go to: www.successtrain.co.uk

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Taking the risk out of recruitment

Recruitment has inherent risks and considering what is at stake, many adopt a rather relaxed approach to the employment process. If businesses are lucky, recruiting the wrong person simply has financial implications - losing money on agency fees, advertising costs and the investment of time. 

Wolf in sheeps clothing Small web sizeI was recently made aware of a case involving a new Sales Director. The selected candidate remained with the business for eight challenging months and when the dust had settled following their departure, the company analysed the cost implication which came to a staggering £121,000. At first glance, this appears to be farfetched but when broken down into recruitment costs and agency commission fees of £13,000, employment costs including salary, NIC and pension costs for eight months of £41,000, combined with the loss of profit on anticipated sales of £67,000 – then it is totally plausible. 
So how can businesses reduce the risk when recruiting?

The first and one of the most import steps is a ‘benchmark profile’ of the job. A suitable candidate cannot be expected to be found without analysing the position to be filled. 

By using assessments as part of the selection process, in addition to the more traditional CV, interview and references route – will not only help reduce risk in the process but also increase the likely success of the candidate in the role. Psychometric assessments are not some ‘dark art’ – they are a tried and tested method that can deliver positive results. Assessments elicit information about a candidate that cannot be obtained through the traditional interview process and add a logical, unemotional element which allow companies to compare candidates to find the best ‘fit’ for the role.

Of course, getting the right assessment is important and no one assessment fits every requirement which is why we have a range – from a short ‘step one survey’ which measures, personal integrity, substance abuse, reliability and work ethic to the more in-depth assessment which measures ability, behavioural traits and motivational interest. 


To find out how Success Train can support your recruitment requirements - call Jackie Casey on 01384 402592
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