Prior to Each Course
Prior to the commencement of each course, David takes a keen interest in reviewing the results of the pre-course questionnaires completed by the delegates. These questionnaires ask participants to identify the top challenges they encounter in their roles. Although there is a risk of missing some of the finer, individualised details when aggregating the responses, certain recurring themes consistently emerge. These challenges appear to affect senior leaders and their teams across various sectors, highlighting the universality of these issues.
Addressing Imposter Syndrome
One common challenge revolves around the belief that individuals are not adequately equipped to perform their current roles. This feeling of inadequacy is often rooted in a perceived gap between their abilities and the requirements of their positions. In the courses, this phenomenon is explored under the concept of impostor syndrome, and the author conducts breakout sessions to address it. Remarkably, many participants return from these sessions with the realisation that they are not alone in experiencing these feelings of self-doubt.
Addressing Strategic Planning and Long-Term Initiatives
The second recurring challenge pertains to the difficulty many businesses face in dedicating time to strategic planning and long-term initiatives. This issue is especially pronounced in smaller businesses that may lack the resources to assemble dedicated strategy teams. Leaders often find themselves ensnared in day-to-day operational tasks, preventing them from focusing on strategic matters. During group discussions, various strategies for improvement are shared, with one particular approach consistently gaining prominence - distinguishing between decisions that should be made at the senior leadership level and those that should be delegated elsewhere. This approach not only liberates leaders' time but also cultivates the decision-making abilities of their teams, ultimately empowering them to become better leaders in their own right.
Addressing Risks to Small Businesses
Connected to this challenge is the difficulty faced by small businesses in effectively scanning the external environment for potential risks. As an illustrative example, the author referenced a publicly available government document known as The National Risk Register during the last Executive Mini MBA Accelerator course. This document covered areas relevant to the delegates' operations, such as cyber-security and environmental hazards. While the specific details are less important, the key takeaway is that there are numerous such resources readily accessible to assist small businesses in addressing these challenges. Much of the groundwork and research has already been conducted; the key is knowing where to locate these valuable resources.
In conclusion, the importance of continuous personal and professional development, along with the value of a strong support network, is underscored throughout the article. The author encourages readers to reflect on who comprises their support network and challenges them to consider why anyone would choose to be led by them. This introspective question serves as a catalyst for cultivating humility and authenticity, qualities that are pivotal in effective leadership.
Information correct as of 05.10.2023
