Tough lessons on leadership

It    has    become    generally accepted that our organisations    need   better leadership if
they are to survive  and prosper in these difficult times. Well-led companies know that leaders are
made, not born, and invest in the development of their future managers. But, in  spite of the
energy devoted to leadership  development, the return on investment rarely comes up to the hopes
and expectations of participating  executives or company sponsors. As ever, the question is 'Can
leadership be learned?'

Most of us can agree on basic definitions. Simply stated, leaders  are people who:

• Establish a new direction or goal for a group;

• Gain the support, cooperation and commitment of those they  need   to   move   in  that  new
direction;

• Motivate them to overcome obstacles in the way of the company's goals.


Consider the experience of a manager called Anne. After a steady rise through the functional ranks
in logistics and distribution, Anne found herself  unable to handle a proposal for a radical
reorganisation that came from outside her division. Accustomed to planning for annual improvements
in her basic  business strategy, she failed to notice changing priorities in the wider market.

Although she had built a loyal, high-performing team, she had  few networks outside her group to
help her anticipate the new demands. Worse, she was assessed by her boss as lacking the broader
business picture. Frustrated,  Anne thought about leaving.