Discover Leadership: Why do 50% of leaders fail?

19 May 2012

Why do 50% of leaders fail?

In my passion to encourage and promote evidence-based approaches to management and leadership (as opposed to the particularly high proportion of mumbo-jumbo that the subject seems to attract) I was delighted to stumble upon this gem from INSEAD’s Professor of Organisational Behaviour,Michael Jarret.

In this thirteen-minute interview, he has evidence-based answers for questions like:

Why do 50% of leaders fail?
Does personality make a leader?
What are the big five factors for successful leadership?
How can we recruit and select good leaders?
Is managing upwards good, bad or indifferent?
Is it important for the leader to be upbeat in the workplace?
Does leadership coaching really work?
What are the challenges of managing X and Y gens?
How will the culture of leadership change over the next ten years?

Hope you enjoy this as much as I did!

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Are you about to become an officer, local officer, or other leader in The Salvation Army?

If you are or if you're about to become an officer, local officer or leader, most of your time will be spent in management and leadership.

But what training, life experiences, natural ability and spiritual gifts have equipped you for this task?

I am frequently told by newly commissioned officers from various parts of the world how their life experience (and often their training) has failed to teach them management and leadership skills, and yet these are the activities which take up most of their energy and time.

They find themselves in their first appointment having not only to manage themselves, but to lead people towards goals and dreams that seem impossible, and to manage resources greater than they have ever had responsibility for before.

And the task is often no easier for local officers!

They stand in front of the congregation one Sunday morning to receive a commission, and by next Sunday they have a group of people expectantly looking to them for guidance and direction!

If you find yourself in this position, here is a lifeline. In this series I unpack the mysteries of management and leadership, so that you can become more and more equipped for the task and increasingly comfortable with your role as a leader and manager.

Major Mike Coleman A.F.A.I.M.

Mike Coleman qualified in hospitality industry management at Cardiff, before migrating to Australia at age 21.

He has worked in a number of human services settings including leading Salvation Army corps (church / community centres), managing social programmes, and providing middle level and strategic level management.

Following training and frontline management roles in the alcohol and other drugs (AOD) rehabilitation field, he headed up range of AOD services in Western Australia (WA), before being given oversight of all The Salvation Army’s social programmes in WA. In 2005, Mike took up a mixed portfolio of roles including coordination of AOD services across Victoria, Tasmania, South Australia, Western Australia, and the Northern Territory.

He has served on a number of boards including those of the Victoria Alcohol and Drug Agencies Association (VAADA), the Western Australia Network of Alcohol and other Drug Agencies (WANADA) and DrugArm WA.

In his current role Mike heads up The Salvation Army in Taiwan, a group of corps (church / community centres) and social programmes around the island.

As an Associate Fellow of the Australian Institute of Management (AFAIM), Mike highly values and promotes good management practice. He is passionate about developing leaders.

Mike’s five years in Taiwan have been focused on implementing a change agenda for The Salvation Army to meet the challenges of emerging social issues; increasing homelessness, youth problems, drug and alcohol dependence, and the decline of traditional filial loyalty.

Mike is a member of the Rotary Club of Taipei, and currently serves as chair of the service committee. He is married to Annette, also a serving Salvation Army officer. The Coleman have five adults sons.

Discover Leadership

19 May 2012

Why do 50% of leaders fail?

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