MODERN MANAGEMENT
the conversations are. A leader’s
role is to develop their staff. This
is not in addition to their regular
work: it is their regular work. In fact,
some progressive organisations,
for example, Hindustan Unilever, the
Indian subsidiary of the consumer
goods giant, feel so strongly about
the competitive advantage this
mindset offers, they expect their
leaders to spend 30–40% of their
time developing their people—hence
Unilever’s reputation as a ‘talent
factory’ .
It’s not rocket science. Leaders
who have not embraced this idea
will struggle to make the time to
develop their staff. Eventually,
their staff will leave in favour of a
manager who will make the time.
If the leader does not embrace
this mindset for themselves, no
amount of policy, sophisticated
42 ModernBusiness
February 2016
performance systems or culture
change programs will to make a
difference.
The elite player wants to play for
the best team. The team that is
continually challenged and growing
and called forth into their greatest
potential by the coach and leader.
They want to be inspired.
A call to action
Leaders can take action today with
regular, real time conversations and
a mindset that embraces the crucial
role leader’s play in developing
high performance. There is no
need to wait for the cultural tide
to turn or for new processes to
be developed and sanctioned. As
the leader, you’re the coach on the
field. Are you giving your team the
performance feedback they need to
win?
Anneli Blundell is a professional
People Whisperer who specialises in
decoding people dynamics for improved
performance. Anneli is passionate
about supporting leaders to develop
leadership in others, on the job. She
is the co-author of Developing Direct
Reports: Taking the guesswork out
of leading leaders. Contact her at
www.anneliblundell.com or ab@
anneliblundell.com.