Comments on: The problem with HR doing leadership development http://www.connectioneconomy.com/2005/06/30/the-problem-with-hr-doing-leadership-development/ Blogging about Tomorrow's world Today Fri, 19 Mar 2010 11:41:15 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Laurie Searle http://www.connectioneconomy.com/2005/06/30/the-problem-with-hr-doing-leadership-development/comment-page-1/#comment-275 Laurie Searle Mon, 04 Jul 2005 14:15:40 +0000 http://www.tmtd.biz/2005/06/30/the-problem-with-hr-doing-leadership-development/#comment-275 The fact that leadership programmes are driven by the HR folk is because of the convenience and not necessarily from a strategic perspective. The other possible reason is because leadership is seen as a "new programme" and is the "new" buz word. Leadership needs to be owned and driven from the top and needs to be understood. Often one sees leadership programmes being undertaken with no latitude for accountability, responsibility and role clarity been provided. The appraoch is that you can lead as long as I still make the decissions. All the issues noted in respect of culture, drivers, change etc is very relevant. The HR folk are often brought on board without the necessary support from the top and this is where I believe the problem starts. The fact that leadership programmes are driven by the HR folk is because of the convenience and not necessarily from a strategic perspective. The other possible reason is because leadership is seen as a “new programme” and is the “new” buz word. Leadership needs to be owned and driven from the top and needs to be understood. Often one sees leadership programmes being undertaken with no latitude for accountability, responsibility and role clarity been provided. The appraoch is that you can lead as long as I still make the decissions. All the issues noted in respect of culture, drivers, change etc is very relevant. The HR folk are often brought on board without the necessary support from the top and this is where I believe the problem starts.

]]> By: maidenmole http://www.connectioneconomy.com/2005/06/30/the-problem-with-hr-doing-leadership-development/comment-page-1/#comment-269 maidenmole Fri, 01 Jul 2005 08:51:05 +0000 http://www.tmtd.biz/2005/06/30/the-problem-with-hr-doing-leadership-development/#comment-269 I suppose that the majority of HR folk are seen as puppets of the leadership carrying out administrative functions that waste paper and productvity time. If this is true, HR people and departments loose something of great importance if they are to lead and develop leaders ... credibility. I'm a firm believer that you cannot manufacture leadership i.e. you cannot tell an HR administrator, generalist, manager, director to lead well. Leadership is not granted or bestowed on by some higher power (CEO?). So I'm in full agreement with Goleman, and I think the principle extends to other "intangibles". Corporate/company culture. Who drives it? Who creates it? How does it change? How does it develop? There's no simple answer, but I see the responsibility for a company's culture (oxymoron at the best of times) being put in the laps of the HR people. Surely responsibility needs to be shared, taken up be everyone in the company. Otherwise, it will lack ... credibility. So Keith, how will these new 'programmes' look in your opinion? I suppose that the majority of HR folk are seen as puppets of the leadership carrying out administrative functions that waste paper and productvity time. If this is true, HR people and departments loose something of great importance if they are to lead and develop leaders … credibility.

I’m a firm believer that you cannot manufacture leadership i.e. you cannot tell an HR administrator, generalist, manager, director to lead well. Leadership is not granted or bestowed on by some higher power (CEO?). So I’m in full agreement with Goleman, and I think the principle extends to other “intangibles”.

Corporate/company culture. Who drives it? Who creates it? How does it change? How does it develop? There’s no simple answer, but I see the responsibility for a company’s culture (oxymoron at the best of times) being put in the laps of the HR people. Surely responsibility needs to be shared, taken up be everyone in the company. Otherwise, it will lack … credibility.

So Keith, how will these new ‘programmes’ look in your opinion?

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