Redefining Leadership: Moving Beyond Terminology to Empowerment

In today's rapidly evolving world, the traditional definitions and frameworks of leadership are being challenged, prompting a necessary shift towards a more empowering and inclusive approach. This month's LeadTalk edition has been significantly enriched by the contributions of remarkable experts and influential leaders such as Dorothy Fitzegarld, Jennifer Ransdell, Diana Fayad, and Dr. Blaz Florjanic, who have generously shared their extensive knowledge and insights surrounding the critical subject of silencing leadership challenges.

The discussion featured the multifaceted nature of leadership, exploring how the language we use can either uplift or hinder progress within organizations. This exploration is critical, as the way we communicate about leadership can shape organizational culture, influence employee engagement, and ultimately determine the success or failure of initiatives aimed at fostering innovation and collaboration.

Redefining Leadership: Moving Beyond Terminology to Empowerment

Leadership subject turned us into the conversation, I believe naturally, on the positioning HR in organsiation what has significant impact on its strategic power to support collective growth. We speak often about people being the most important asset of the organisation yet its psycholgical nature seems to be diminished by placing them next to the assets such as tools, capital, resources. I believe, this positioning devalues the psychological and emotional dimensions of the workforce, reducing individuals to mere components of a larger machine rather than recognizing them as dynamic contributors to the organization's mission and vision.

The perception of HR as merely a technical tool, rather than a strategic partner involved in high-level decision-making, raises important questions about the effectiveness of current leadership models and practices.

Is HR equipped with the right people in place to foster an environment that truly empowers employees?

This leads us to ponder the origins of empowerment within an organization—what comes first, the egg or the hen? In other words, does the presence of empowered individuals lead to a culture of empowerment, or does an empowering organizational structure create the conditions necessary for individuals to thrive? This tricky relationship between leadership, HR, and employee empowerment is essential for organizations seeking to navigate the complexities of the modern business landscape. By addressing these questions and challenges, we can better understand how to cultivate a leadership paradigm that not only embraces inclusivity but also actively promotes the well-being and development of every individual within the organization.

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There are data saying 76% companies invest in learning yet only 36% believe in its effectiveness. This opened an interesting exchange of experience during LeadTalk, pointing on pain points within the organisations and how eventually change can be done, not neccessrily on high cost. The term "believe" underscores that these perceptions are subjective, reflecting leaders' confidence - or its lack - in their training programs. This belief may not necessarily align with meassurable outcomes, suggesting that emotions and personal experiences heavily influence these perceptions. Here are three takeaways from the meet up, although more to be listed:

Why do we keep creating new leadership terms - People Management, Talent Management, Human Capital - when the core challenge remains the same?

This phenomenon can be attributed to several interconnected factors that reflect the evolving landscape of the workplace and the complexities of managing human resources effectively. Firstly, the business environment is in a constant state of flux, driven by rapid technological advancements, shifting economic conditions, and changing workforce demographics. As organizations strive to adapt to these changes, they often seek new terminology to express innovative approaches to leadership and management. This desire for fresh language can be seen as an attempt to convey a sense of progress and modernity, even if the fundamental challenges of leadership, such as motivating employees, fostering engagement, and ensuring effective communication, remain largely unchanged. Moreover, the emergence of new terms often reflects a deeper understanding of the nuances involved in managing people.

For example, the term 'Human Capital' emphasizes the value of employees as assets that contribute to organizational success, highlighting the importance of investing in their development and well-being. Similarly, 'Talent Management' focuses on the strategic approach to attracting, developing, and retaining skilled individuals, acknowledging that the workforce is a critical driver of competitive advantage. These terms represent a shift that encourages leaders to think holistically about their teams and environments. New leadership terminology reinvigorates management discussions, inspiring strategy reassessment. By reframing issues, organizations can foster continuous improvement and innovation, exploring methodologies that address leadership challenges like turnover, engagement, and performance management. The rise of remote work, the gig economy, and diverse teams adds complexity, requiring tailored solutions. New terms articulate these complexities and signal a commitment to addressing modern team dynamics. But do they solve the problem of limited access to learning and development?

Is the rise of "sponsors" just a way to make the fact that leadership empowerment has been failing?

The concept of sponsorship has gained recently an attention in various organizational contexts, often addressed as a vital component in the advancement of individuals within a corporate hierarchy. However, this trend raises critical questions about the effectiveness of existing leadership empowerment strategies. Sponsorship, which typically involves a more senior individual advocating for and actively promoting the career advancement of a junior colleague, is seen as a mechanism to bridge gaps that mentorship alone may not address. While mentorship focuses on guidance and support, sponsorship is about actively leveraging one's influence to create opportunities for others. This distinction is crucial, as it highlights a potential shortcoming of traditional leadership empowerment approaches, which may not have sufficiently addressed the systemic barriers that hinder the growth and visibility of emerging leaders.

Moreover, the emergence of sponsors as a necessary element in professional development could imply that previous empowerment efforts—such as training programs, workshops, and leadership seminars—have not effectively translated into real-world opportunities for advancement. If organizations are increasingly relying on sponsors to facilitate career progression, it raises a fundamental question about the efficacy of their empowerment frameworks. Are these frameworks truly empowering individuals, or are they merely providing a facade of support while failing to dismantle the structural inequalities that persist in the workplace? Additionally, the reliance on sponsorship may inadvertently reinforce existing power dynamics, as it places the responsibility for advancement in the hands of those already in positions of power. This could lead to a scenario where only a selected few benefit from sponsorship relationships, rather than fostering a culture of inclusivity and equitable opportunity for all employees. The rise of sponsors, therefore, could be interpreted as a symptom of a deeper issue within organizational cultures that struggle to genuinely empower their workforce.

In my understanding the definition of Sponor is someone who pays for something that another person or organsiation is benefiting from. So personally I do not understand that mix here.

Why do we invest in leadership training that often doesn't translate into real impact?

This question has been a subject of much debate and analysis in various organizational settings. Leadership training programs are often seen as essential components for developing effective leaders who can guide teams and drive organizational success. However, despite the significant resources—both time and financial—that companies allocate to these programs, the outcomes frequently fall short of expectations. One primary reason for this disconnect may lie in the design and implementation of the training itself.

Many leadership training programs focus heavily on theoretical knowledge and abstract concepts, which can be difficult for participants to apply in real-world situations. While understanding leadership styles and communication techniques is crucial, without practical application and opportunities to practice these skills in a safe environment, the learning can become superficial. The effectiveness of leadership training is often undermined by a lack of alignment with the organization's culture and values. If the training does not resonate with the existing practices and beliefs within the organization, participants may struggle to integrate what they have learned into their daily work. This misalignment can lead to a situation where leaders leave the training with new insights but return to an environment that does not support or encourage the application of those insights. Moreover, the follow-up and reinforcement of skills learned during training are critical for ensuring that the knowledge translates into real impact. Without ongoing support, coaching, and feedback, even the most well-designed training programs can fade from memory, and the skills may not be utilized effectively. Organizations that fail to provide a structured plan for post-training development often see a significant drop-off in the application of newly acquired skills. Furthermore, the metrics used to evaluate the success of leadership training programs can also contribute to the perception of ineffectiveness.

Many organizations rely on immediate feedback forms or satisfaction surveys to gauge the success of training, which may not accurately reflect long-term behavioral changes or improvements in team performance. A more comprehensive approach that includes follow-up assessments and performance metrics over time is necessary to truly understand the impact of leadership training.

Employee Empowerment it's a collective efforts of the key actors within the organisational construct.

Terms like People Management and Talent Management reflect an evolving approach, helping leaders navigate contemporary workforce complexities and enhance organizational culture. All sounds amazing and empowering, but in the reality the problem of unsatisfied and disengaged employees or even leaders is not solved. So does this innovation actually serves the oganisations well or just creates the blur image of "being progressive"?

While the concept of sponsorship holds promise for enhancing career development, its proliferation may also signal a recognition that traditional leadership empowerment strategies have fallen short. This situation necessitates a critical examination of how organizations can evolve their approaches to truly empower individuals at all levels, ensuring that opportunities for growth and advancement are accessible to everyone, rather than relying solely on the goodwill of sponsors.

The investment in leadership training is made with the intention of fostering growth and enhancing leadership capabilities, the gap between training and real-world impact can be attributed to various factors. These include the quality and relevance of the training content, alignment with organizational culture, the importance of reinforcement and support, and the metrics used to measure success. Addressing these challenges is essential for organizations seeking to maximize the return on their investment in leadership development initiatives.

This LeadTalk edition serves as a vital resource for those seeking to redefine their understanding of leadership. By moving beyond mere terminology and focusing on empowerment, we can foster a new generation of leaders who are equipped to face the challenges of today and tomorrow, ultimately leading to more successful and harmonious workplaces.

I wonder what are your thoughts about those matters. Looking forward to your feedback in comments!

Have a great weekend ahead.🍀

Best, M

If you are interested in this kind of conversations, you are most welcome to join our April edition by registering here: VLM LeadTalk