{"id":21544,"date":"2018-03-08T03:36:28","date_gmt":"2018-03-08T09:36:28","guid":{"rendered":"http:\/\/corevalues.com\/?p=21544"},"modified":"2018-03-08T03:36:28","modified_gmt":"2018-03-08T09:36:28","slug":"leadership-strategies-combat-short-term-business-planning","status":"publish","type":"post","link":"https:\/\/corevalues.com\/dev\/2018\/03\/08\/leadership-strategies-combat-short-term-business-planning\/","title":{"rendered":"TIGERS\u00ae Leadership Strategies Combat Short-Term Business Planning"},"content":{"rendered":"

\"Leadership<\/a>Workforce Development is not served by short-term leadership strategies.\u00a0 Neither is talent retention, breaking down silos and employee engagement.<\/p>\n

Consider employee engagement, for example.\u00a0 Organizational change that demonstrates a solid return on investment because employees are more caring and engaged takes on average three-to-five years to successfully implement.<\/p>\n

The bottom line is that growth and development are not successful with leadership strategies based on annual short-term\u00a0planning.\u00a0 Now we have additional proof behind these claims.\u00a0Perhaps this is why so many organizations fail to change.<\/p>\n

Recently more than 150 senior business leaders gathered to discuss practical solutions for combating financial short-term leadership strategies and focus. Representatives of FCLTGlobal\u2019s 42-member organizations joined leaders from global corporations, asset managers and institutional investors to participate in work sessions aimed at tackling major risks to long-term growth.<\/p>\n

Panelists agreed that leadership strategies with short-term annual planning outcomes do not allow companies to grow. They also concluded that workforce development initiatives must be included in their planning processes. Other key takeaways included focusing more on long-term oriented metrics, increasing greater transparency in regards to capital allocation decisions and weighing the long-term risks against clients\u2019 and companies\u2019 objectives.<\/p>\n

\u201cThe next step is taking ownership of the issue and creating practical antidotes to short-termism. Short-term pressures stem from many points along the investment value chain, and lasting change can be driven effectively from asset owners, asset managers and corporations,\u201d said FCLTGlobal CEO Sarah Williamson. She adds,\u00a0\u201cThere are significant costs to society when overwhelming pressure for near-term results drowns out long-term aspirations. We\u2019re trying to reverse that.\u201d<\/p>\n

For example, executing successful change initiatives<\/a><\/span> can take three years to accomplish.\u00a0Short-term planning results in just six to twelve months of planning. This leaves\u00a0 \u00a0leaders ill-prepared for long-term success.<\/p>\n

Likewise, many organizations lack leadership strategies to track change and workforce development that ties training to income and expense savings. A focus in these areas ensures that companies can track the ROI on their initiatives. This is important because when planning and change (employee training and development) result in cost savings or productivity improvements, there is less risk in throwing training at employees like mud on a wall to see what sticks. When training retention results in executing action planning execution with cost savings or productivity improvement benefits, great strides can be made both in employee retention and an improved work culture.<\/p>\n

TIGERS Manager as Facilitator Training\u2122 promotes leadership strategies with long-term growth outcomes\u00a0<\/strong><\/h2>\n

An entire generation of middle managers and executive leaders has grown up without knowing how to facilitate long term planning with short term action planning initiatives. Perhaps this is why so many plans fail. Perhaps this is why so many projects fail, too. <\/a><\/span><\/p>\n

Successful planning facilitation with successful execution is step one in transforming short term planning into long term growth and workforce development initiatives. Unless leadership strategies include training managers correctly for planning and execution that results in\u00a0long term growth with measurable impact, the situation will not change.\u00a0 That said,\u00a0 \u00a0t<\/span><\/span>he TIGERS Success Series Manager as Facilitator\u2122\u00a0training program<\/span><\/a>\u00a0teaches managers to facilitate consensus and action planning for optimum and measurable department commitment and accountability for planning execution. This is the key to combating short-term patterns in business.<\/p>\n

Managers who are good facilitators are able to bring people together to work toward solutions. As a result, groups accomplish more with high levels of commitment and accountability. Facilitating group dynamics the right way creates buy-in and makes group process bearable by everyone.<\/p>\n

The TIGERS Managers as Facilitators three-part program releases tools, resources and templates that streamline how groups perform. Participants learn to apply expert group dynamic facilitation methods for consensus decision-making, problem-solving and planning execution.\u00a0 This program provides:<\/p>\n