EP Perspective June 2017

COMMENT: WHERE ARE THE LEADERS OF TOMORROW?
INNOVATING IN PEOPLE
One of the most common discussion pieces with board
directors is the questions – why are there not greater
numbers of emerging leaders knocking on the door to
be leaders?
There is a strong argument that we lost
a generation of leaders with the changes
that took place during the 2000s decade.
The developments in digital technology
changed work practices more than many
realised and there is no doubt that this
generation has not broken through as much
as with previous generations. However there
is some exceptional emerging talent and
so there is a need to consider how best to
nurture this talent through.
There is a lot of discussion about the
importance of innovation through digital
technology, products and services but
innovation with people is equally as
important. Good talent and people are
the core differential in Hospitality.
The overall comments we are receiving
from boards tell us that:
n Many middle level executives are narrower
in their thinking than in previous eras and
possess less real market knowledge.
n There appears to be less natural
accountability and even life skills amongst
many developing through.
However there is no doubting their thirst for
knowledge and intellect appears to be higher.
n There is a greater community/team focus
amongst those coming through.
n Middle managers network less and
do not really grasp how to build strong
business relationships.
As a result of this, EP has been piloting a
series of Think Tanks and also developing
initiatives to work alongside companies to
support the development of emerging talent.
The argument is that it is important to help
support talent:
n Think differently
n Problem solve and find solutions through
lateral thinking
n Learn to express their thoughts
n Develop their industry knowledge and
understanding of key trends and issues
n Develop social and networking skills
There are many talented individuals
within the hospitality sector and now they
must, as must companies, learn from what
has not worked as effectively in the past
decade. Transforming the process can now
support the development of people.
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Objective – The Development of Talent:
There are many programmes that focus
on talent development. However the core
consistent areas that need support are:
n Development of Industry and business
knowledge and thinking
n Development of old fashioned social skills
and networking
n Problem solving
n Taking time to reflect and think differently
It is important to recognise that the work
day has changed and is far more demanding
in terms of responding to emails (average
150 per day) with little time for reflection
and thought development. Clarity of thought
is very important and difficult to achieve
with this work load and social skills have now
never been more important.
DEMANDING WORK
SCHEDULES HAVE
RESULTED IN LESS
MARKET KNOWLEDGE
AND A DECREASE IN
NETWORKING AND
SOCIAL CONTACTS.
The hard truth is that demanding work
schedules have resulted in less market
knowledge and a decrease in networking and
social contacts. This was the basis of success for
the baby boomers and needs to sit at the core
of the skill set of any emerging leader. Building
strong relationships and knowledge of the
market are fundamental to long term success.
There’s a reason that co-working space
have risen in popularity. It gives people
access to different networks, to engage, learn
and be inspired by those around them. In
businesses where there are employees with
numerous backgrounds and skill sets, such
innovative knowledge co-working can be
achieved internally.
Case studies show that:
n Inclusive teams and work forces are more
productive and deliver consistent strong results
n People still buy people in business so the
need is to develop relationships
n Brands are less of importance than people
and the offer
n Clients are seeking greater understanding
and proactivity from operators
So the methodology that should be
proposed now is a return to tried and tested
models but with a framework that works
alongside teams.
Think Tanks:
EP has piloted a series of Think Tank events
which bring people together from across the
industry. The popular sessions are conducted
in a business, yet informal learning and
networking environment. They are led by
an experienced and proven industry leader
who shares their own insights. Often the
speakers have reinvented themselves and
their insightful knowledge is unique and
welcomed from the room. This learning
allows the group to discuss key issues and
topical points.
The group are invited to participate in
discussion, raise questions and both the
speaker and the group sharing their thoughts.
This allows participants the opportunity
to reflect, to challenge their thinking and
to be exposed to intelligence from across
the industry.
The monthly Think Tank events have
between 20 to 30 attendees and take place
either first thing in the morning or at the end
of the working day to enable people to attend
and fit into their working schedules.
Bespoke Internal Leadership
Innovation Think Tanks
EP is now planning to create specialised
bespoke Think Tank sessions for specific
teams. It is important to challenge not just
those that want to learn but also internal
groups. The idea is to challenge them to take
time to think beyond the day to day.
By creating a framework for a session each
month, a team can focus on the development
of lateral thinking, reflection, market
knowledge and problem solving.
Leadership Hub
EP is hosting six Leadership Innovation Hub
events per year. These are, in simple terms,
interactives lectures by Industry leaders.
They are aimed for emerging talent and
provide them the freedom to develop their
thinking, build their own networks, and in
turn add greater value in their business role.
This is less normal business coaching and
more focused on developing the core skills of:
n Relationship building
n Networking
n Industry knowledge
n Reflection
It may sound a contradiction but the key
in developing talent is to return to core social
skills of the past.
If you would like to find out more
about EP’s work please contact
Sarah.Freeman@epmagazine.co.uk
020 7933 8771
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