How to Create a Compelling Leadership Culture

Compelling leadership cultures don’t happen by accident. They are nurtured in environments rich in quality care, quality people and quality values and work together in a way that is seamless.

And while the sweet spot where they intersect is the foundation for a compelling leadership culture it takes tenacity, continuous engagement, and rigorous feedback to ensure the culture is rich and unique.

While some organisations have tried to create a leadership culture by initiating and scheduling learning events, workshops, lunch‘n’learn or expensive conferences and programs supported by all the bells‘n’whistles, they will not consolidate the learning alone – this comes from the integrity and commitment of all mining people involved.

Once positive leadership behaviours are integrated into the values and behaviours of day to day activity becomes a culture. Simply trying to create a series of disconnected events, endless meetings, procedures, processes can largely be a serious waste of resources, motivation and time, and has little to do with culture.

Dynamic leadership are not products of a 10 step formula that magically creates stimulating environment. Cultures are formed and shaped by personalities, robust and open conversations, commitment to a set of values and behaviours that are owned by all and most significantly, bypass the ego and the obsolete. They are geared up to be drivers of change, innovation and diversity. They are prepared to challenge the predictable patterns of behaviour so mining people can be truly engaged in thinking and imagination. And this requires different thinking and mind space. The thinking of a Leader not a follower.

On the one hand, a profound leadership culture requires a left brain approach - active planning, tight scrutiny of procedures and processes, clear direction and attention to detail. On the other hand, a right brain approach of creativity, intuition, immediate responses and continuous adjustments is what it takes to make go from detail to implementation.

Both perspectives in their own way focus on three levels of questions:

1. How does one prepare a culture so it can not only deliver great leadership but prepare it to transfer to ideas that stimulate inquiry and enthusiasm so other too can lead

2. How do you support the leadership culture during an innovative phase of growth so experiences are heightened

3. How to ensure implementation and new initiatives continue to occur.

Try following the following pathway to achieve exceptional results.

1. Have staff create their Professional Business Action Plan with date and expected outcomes and signed agreement to commit to the process or not go ahead.
2. Have the manager of the team/s review the Action plan immediately and then again at 30/60/90 Days, with an
3. Give mining people opportunities to source, initiate and champion new strategies and decide which old ones are redundant and can do.
4. Schedule time in between concept and implementation to review what’s working, what’s not.
5. Don’t wait for training programs to be completed before HR reviews commitment to implement.
6. Identify the three core areas to avoid problems with implementation:

• Identify main issues
• Identify problem or concerns
• Look at obstacles

7. Get rid of being bogged down in day -to-day mentality – go for outcomes not getting stuck in every detail

8. NO-HO. Keep you Nose in and Hands out. Let your mining people go!

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