Question

QUESTION

1.

2. Describe the fourth step in the leadership cross-training process.

Leaders who want to take the next step in their career can follow a straightforward four-step cross-training process. The basic idea behind this cross-training approach is simple yet effective. While the most effective leaders have at least one competency that makes them great and eventually indispensable, it makes little sense to continually work on already great qualities. Instead, leaders can benefit from identifying and developing complementary strengths. Building complementary strengths-or competency companions-may lead to substantially greater leadership effectiveness than finding increasingly rare opportunities to improve an already outstanding competency. First, leaders must identify their strengths in areas that usually fall into five categories: character, personal capability getting results, interpersonal skills, and leading change. While this task can be done in multiple ways, it is important to realize that your own view is less important than how others see you, making a 360-degree evaluation the method of choice Second, choose a strength to focus on. Most people find it easy to identify weaknesses and focus their attention on improving them. Unless a competency is extremely underdeveloped (i.e., in the 10th percentile), however, it may pay to focus on an already strong yet not outstanding competency. Developing a competency from strong to outstanding often can raise the perceived leadership effectiveness dramatically. However, choosing between multiple strong competencies is easier said than done, because most people lack clear selection criteria. To engage effectively in this process, leaders should focus on a strong competency that is important to the organization. Moreover, leaders should choose a competency they feel passionate about. Third, select a companion behavior. While developing a great or outstanding competency is an important ste journey to becoming an indispensable leader, it may increasingly pay to also focus on a mediocre competency that can be developed in an interacting (or complementary) fashion. As before, this companion competency should be valued by the organization and also be something the leader feels passionate about. the Lastly, develop your companion behavior. Once you have settled on an organizationally valued and personally engaging competency, you should now work on improving the basic skills in this area. Practically speaking, you could look for as many opportunities as possible to develop this competency, both inside and outside of work. For instance, you could take courses or practice informally with friends and coworkers. Volunteer to engage in activities that allow you to practice this skill, and ask for continuous feedback Extensive research by Zenger Folkman, a leadership development consultancy, provides solid evidence of the benefits of pairing leader attributes. Such findings were based on an analysis of its database of more than a quarter million 360- degree surveys of some 30,000 developing leaders. Take, for example, the competencies "focuses o ults" and "builds hips." Only 14 pe red in the 75th pe ed the extraordinary leadership level: the 90th per aders who were ng ocu Its but less so in building relationships ove leadership effectiveness. Similarly, only 12 percent of those who were reasonably strong in building relationships but less hed that level. Howe individual performed wel both catego omething ts r so in focusing on results reached that level. However, when an individual performed well in both categories, something dramatic happened: Fully 72 percent of those in the 75th percentile in both categories reached the 90th percentile on overall leadership effectiveness. The second step of the skills cross-training process is to choose a strength to develop. Discuss whether leaders should improve a weakness or focus their energies on developing a competency from strong to outstanding

Answer 1

1. The second step of the skills cross-training process is to choose a strength to develop. Discuss whether leaders should improve a weakness or focus their energies in developing a competency from strong to outstanding.

In the second step of cross-training process it was given as choose a strength to focus on. Being a leader its always important to develop more and more skills. Before that it’s important for a leader to find in which area of competency he/she is passionate about to excel. Because it’s very important to work accordingly and perform. Always a leader will find competencies within and outside area and build skills to overcome the competencies they are passionate about.

Every leader goal is to excel in its area of competency so that no one can overcome and they can guide and support the people behind or passionate to become leaders. A leader is one who always focus on all things and develop day by day and create competency within and outside of the team. The competency that is created should be a health competency within the team and support and encourage everyone to reach and participate in the competition.

Always needs to focus on weakness because weakness always finds a way to failure in leadership. So first focus on improvement where a leader is lacking than select the competency that they are passionate about and use their energies and skills in developing a competency from strong to outstanding.

2. Describe the fourth step in the leadership cross-training process.

The forth step in the leadership cross-training process explains about developing companion behaviour that describes if a leader is well settled in an organization than its time to prove the skills and work effectively for more options and opportunities. The areas of competency and improvements would be very clear and even collects the feedback from colleagues or teams so that one can improve the areas of lacking skills and further can be achieved by trainings and development programs. Because it’s very important for an individual to work according to the competency in the area and prove.

The competency brings one’s own capability and commitment towards the work and achieve as per the competency. Even there are areas of improvement and learning scope which always supports and encourages to learn new skills that further useful in getting promotions.

There are so many ways where one can improve and learn new skills and of course they are very crucial and important in the upcoming competencies. It’s very important for an individual to develop and learn because one has to engage with different teams and activates which also gives an immense scope to learn and share knowledge if require collect continuous feedback which helps to improve and identify the areas of weakness to concentrate.

Basically the fourth stage describes to concentrate more and more when settled in an organization because there is more scope for opportunities and engage in different activities and areas of learning skills will be more. Because there are more competencies within and outside the work that need more knowledge and skills.