The secret to organisational success: leadership development

Key takeaways

1. Stop making management the only route to promotion

   Treglown described the trap of rewarding a brilliant salesperson by taking them away from selling and putting them in charge of people. Mason said this creates reluctant leaders, and that good sales companies design a parallel route where non-managers can become as senior and as well paid as managers.

2. Treat leadership as management duties first, vision second

   Mason argued that much of being a good leader is task-based: hiring, setting objectives, giving feedback and having difficult conversations. Treglown added that the job is to build an environment where others excel, so the organisation does not fall apart when one figurehead leaves.

3. Spell out expectations to protect trust

   Mason cited research by Veronica Hope Hailey at the University of Bath with the CIPD on eroding trust: trust comes on foot and leaves on horseback. Treglown's fix for unexplained promotions is to state clearly what a promotion requires and why someone did or did not get it.

4. Recognise command and control as a stress response

   Treglown sees leaders tightening control under pressure because it makes them feel in charge, though it helps the leader rather than the team. Mason agreed that directive management has a place in a genuine crisis, but the problem comes when leaders get stuck there.

5. Make the decision and tell people what you do not yet know

   Treglown said inaction is often more damaging than a wrong decision. Mason described choosing the least worst option with limited information, and warned against judging decisions only by how they turned out.

6. Turn self-awareness into action, one leader at a time

   Treglown said self-awareness is of little use unless leaders are coached on when to dial a trait up or down. Mason said soft skills are learned by doing, and that 360 feedback and mentoring are worth it even when they sting. Both rejected one-size-fits-all programmes.