Executive Consultant Thomas Gelmi talks about leadership development as a key driver for profitability

Employees do not quit jobs or companies – employees quit their managers. This is quite a provoking statement which gives food for thought. Especially if you consider that up to 45 % of all managers do an insufficient job in the eyes of their team, as a recent survey conducted by the US consulting company Gallup reveals.

„The reasons for that are manifold“, says Executive Consultant Thomas Gelmi, who internationally supports leaders in their development. „Leading people is often seen as a side activity and taken for granted with some people being more talented than others“, explains Gelmi, quoting an opinion that is unfortunately still widespread in many organizations. Indeed, there are huge differences in the quality of leadership. But why is that?

Very often, a team member is promoted to a leading role based on proven technical skills. This way, the best sales person often automatically gets promoted to head of sales. „Someone who“s technically brilliant doesn“t necessarily possess the skills to lead a team“, says Gelmi and adds: „The new set of skills required for the leading role are often not recognized and in consequence not systematically developed.“ The statement that is often heard, „Just do it, you“ll be fine!“ shows how much the requirements of a leading role are often underestimated.

According to Gelmi, such a change of role often almost equals a change of profession: „In the worst case you lose the best technical specialist and gain an average leader who struggles along and becomes more and more frustrated and discontent. Let alone the impact on employee satisfaction and engagement.“

Obviously, someone who got promoted into a leading role under these circumstances will hardly become a charismatic and passionate leader and will barely be accepted as a role model with followers who want to follow rather than having to do so. The latter is only possible based on a good and trustful relationship between leaders and followers as this is a proven key element for employee satisfaction and engagement. This being said, systematic development of leadership competencies should be at the top of the list. Fortunately, an increasing number of organizations is beginning to understand this. Especially in high-performing workplaces, as opposed to organizations in which productivity and profitability are below average, statistics show that leaders are not only allowed to lead but also have the ability and willingness to do so, because they feel empowered and possess the necessary competencies.

Out of these various elements, the ability of a leader to understand people’s motivators, hopes and difficulties and to create the right circumstances and support mechanisms to allow people to live up to their full potential has the greatest correlation with profitability and productivity. Thus, systematic and effective leadership development becomes a key driver for an organization“s profitability, with coaching being among the most effective and lasting development measures.

More information about leadership development and Thomas Gelmi can be found at http://gelmi-consulting.com/en/home.html

Exit problem-trance and get unstuck fast through a change of perspective: Executive Consultant Thomas Gelmi supports leaders and their teams in achieving their desired situation faster and more effectively through a solution-focused approach. Details: http://gelmi-consulting.com/en/home.html

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