I write regular Strategic Snippets because I care about the success of your business. If you care about the success of someone else's business click "Send this page to a friend". Ask them to let me know that you were involved.


Bruce Holland

mob+6421 620 456

To Bruce Holland's web page...

To go back to the Snippet Index page...


Research shows that 5% of people in any organisation are natural leaders, 5% are 'no hopers'; and 90% can be influenced to swing one way or the other.

If the 90% are well led they will become more like the natural leaders and the organisation will win. If they are not well led they will gravitate towards the 'no hopers'; and the organisation will lose.

Thus the importance of leaders can hardly be overestimated. Developing leadership is the single biggest lever most organisations have towards success. Do it well and your organisation will win. Do it poorly and your organisation will lose.

Recently I've developed a course on leadership secrets that will turn your managers into leaders who are powerful levers of success, including:

  1. To be successful all teams must be aligned with the organisation's Value Proposition. This is fundamental to success, yet many Managers don't even know what their Value Proposition is. For example, the characteristics of a successful team in Peter Jackson's film studio would be very different from the characteristics of a successful team at the Warehouse - because they have totally different Value Propositions. The course shows you how to determine your Value Proposition and how to align your various teams to it.

  2. Many managers focus on tangible assets, but today 95% of market value is tied up in intangible assets, so no matter how hard they try managers don't succeed because they are not putting their horsepower where it matters. Tthey aren't getting the leverage. The course shows you what to focus on and how to maximise this.

  3. Research carried out by the Gallup Organisation over 25 years, involving more than 1 million people, 120,000 hours of tape and 5 million pages of transcript shows that great leaders are different in almost every conceivable way except for the one thing they have in common. This is the ability to identify talent and use it more effectively. Many managers do this intuitively and fail. Other managers treat their staff (and their clients) the same, however the research shows that people are fundamentally different from each other; and if you treat them the same, you will get grey results rather than the brilliance that comes from treating them special. People have different talents. These are things that they are born with, they can be developed, but only around the edges. We now have the technology to test for these talents. This removes years of blind trial and error and the associated costs and mistakes. There are various combinations of four quite different types of people. Firstly there are the Rational types who are great at analysis and solving tough problems, they like to be appreciated for doing things. There are the Planners who are great at precision, establishing order and meeting deadlines, they like to be appreciated for meeting standards. Humanitarians are the third type, they are brilliant at relationships, persuading people and building teams, they like to be appreciated as a unique person. Finally we have the Innovators who have the ability to see the end result before things have even started, they can see into the future and have great vision, they like to be appreciated for their ideas. Just imagine the power of being able to put these people to work on your problems that need their genius. And the costs of putting the wrong person on the job! Also, imagine the benefits of targeting your appreciation and the turn-off if you get it wrong. In the course we show you how to determine what type of person you are dealing with in a far more scientific way that removes almost all the uncertainties, and how to get the best out of them using a powerful tool called Herrmann's Thinking Preferences.

  4. Many managers spend most of their time fixing problems and correcting poor performance. Leaders spend their time doing very different things. This finding is tested by other research in 10,000 business units and more than 30 industries. It shows when managers do these things people increase their individual productivity, are more likely to stay with their organisation, receive higher loyalty and satisfaction scores from customers, have better safety records and have fewer accidents on the job. At the course we show you what they are and how to do them.

  5. Most managers spend less than 30 percent of their time directly supervising their people individually. They spend most of their time in group meetings dealing with their people or with their peers and their boss, or with people outside the organisation such as customers and suppliers. When groups are operating effectively, they can solve more complex problems, make better decisions and achieve more creativity than individuals working alone. Yet most managers have never been trained in how to work most effectively with teams. They don't get results, and yet it's no wonder and it's not their fault. The course is designed to build these team managing skills.

  6. Staff will walk over hot coals to follow certain people because they do some simple things differently from most other people do. These things are easily learned and easily practised and yet most managers don't do them. At the course we show you what these things are and how to do them.

For more details and how you can benefit, click on:



Bruce Holland

Helps large organisations be focussed, fast and flexible. Places where people have more meaning, depth and connection.

Expert in Strategy, Structure, Culture and Leadership Development.

One of NZ's most experienced change agents.

Liberating the Human Spirit at Work

Key words: Leadership, leadership development, leadership management, leadership training, leadership program, leadership skills

Web site design by Web Success CONTACT   |   make an enquiry   |   search   |   site map   |   home