Developing Versatile Leadership


How should leadership be? Should a leader supervise too less or too little? Is there a measure for how much she should get involved in the subordinates’ work? Well, there is no single answer to questions such as these, because it is impossible to generalize. Each situation and each individual is unique and different. Leadership is not some kind of assembly line production of standard hand-me-downs.

So, leadership is said to be mature, and will eventually become effective when it succeeds in realizing how to use the right approach for handling each person. This is the real hallmark of sound leadership, and it takes good talent, practice and experience to cultivate it.

Never a one-size-fits-all quality


Leadership is never a standard set of general processes and methods. It should tailor itself to different situations and individuals to help employees become what they can be. This is the best measure of success of leadership, because it should mentor people and help them reach their true potential by helping them identify and utilize their strengths and underplaying their weaknesses. This calls for instilling versatility at leadership.

The interesting ways by which leaders can become versatile to suit the different situations they face in their profession will be taught by TrainHR, a leading provider of professional trainings for the HR industry.


Please log on to TrainHR to know more about this topic. its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.

How much or how less?

Leadership is often a curious mix of what lies between too little and too much. Historically, leadership has handed down lessons without stopping to analyze its effects. If the present generation needs to overcome the drawbacks associated with this method, versatile leadership is the antidote.

We will show how versatile leadership is actually quite simple. He will explain a set of tools, which when implemented, can go a long way in helping the participants gain the right balance between what is too much and what is too little. The key is to use the right approach with the right person in the appropriate situation.


The tools imparted at this session can be put to use in a wide variety of situations. The expert at this session will start by examining one’s own preferred leadership style and demonstrate the consequences of overusing one style and neglecting others. We will then go on to explain the relationship between the employee and the situation to show how it should influence the leadership approach. Once this model is envisaged, it will help to apply it to a number of real-life situations. The outcome of this approach is an appropriately supervised, competent employee.

We will cover the following areas:

  • The history of studying leadership
  • A look at Millennials
  • What makes an effective leader – various perspectives
  • Data from 360° feedback
  • The versatile leadership models
  • The relationship between situation and leadership
  • Finding the right tool
  • What to do if results aren’t up to par
  • Practice situation.

Professionals in positions in organizations that require leadership skills or interact with leaders, will benefit a lot from this session. These include HR Generalists, HR Managers, Supervisors and Managers, Team Leaders, Line Managers, and Business Owners.


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hr best practices, hr policies, Human Resources Training

How to Move from an Operational Manager to a Strategic Leader?


It bears no emphasis or repetition that managers are of crucial importance to organizations. It is they who run the organization and take it to its desired destination. Managers do the core organizational work in the organization, taking decisions and doing all the things that have a profound impact on it.

Yet, there is a difference between the manager who carries out operational work to run the organization and the leader, who visualizes and strategizes the organization’s future and helps it reach there. While the work of the manager is very important; the role of the leader is undisputable. Leaders are the beacon lights of the organization who show the way that it must take.

Managers can imbibe leadership skills


Managers can become leaders, too. With the right orientation and training, it is possible for them to transition from being operational managers who run the daily show to effective leaders who develop a vision for the organization and take it to this destination. Managers need to move out of their operational mind-set to and cultivate the leadership outlook, which empowers them to anticipate, initiate and manage change for ensuring that the organization attains the highest levels of competitiveness. This requires them to redefine and refocus their thinking from time to time. It requires them to share their ideal with the team, motivate it, and take the team members along the growth path.

Want to gain the sharp insights needed to make this important transition? TrainHR, a leading provider of professional trainings for HR professionals, will impart the learning needed to make this transition at a webinar that it is organizing. Chris DeVany, the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development, who has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management, will be the speaker at this webinar.

Please enroll for this webinar by visiting TrainHR . Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

Moving from being good managers to great managers

The focus of this webinar is to help participants move from being good managers to becoming great managers. It is for managers who want to raise their competitive edge by anticipating their customers’ priorities, needs and expectations. This webinar is designed for managers who want to grow to a level where they will be able to differentiate between operational and strategic data.

Chris will help managers broaden their perspective, instill a sense of flexibility without compromising quality, and increase their respective department’s value to the organization. Managers that want to creatively develop sources of information and increase their staffs’ flexibility and responsiveness will find this webinar very useful.

The learning imparted at this webinar will help managers accomplish several objectives. They will be able to:

  • Inspire and direct their team to greater readiness and competitiveness
  • Add value to their organization by understanding the needs of your customers
  • Anticipate, create and encourage change
  • Spot opportunities for successful strategic alliances
  • Become an innovative, visionary leader
  • Establish a strategic culture
  • Identify the strengths and weaknesses in their work unit
  • Keep their unit moving forward
  • Take risks with confidence.

This webinar is aimed at managerial professionals who hold important positions in their organizations and oversee strategic decisions. These include CEO’s, Senior Vice Presidents, Vice Presidents, Executive Directors, Managing Directors, Regional Vice Presidents, Area Supervisors, and Managers.

Challenges of Leadership, Human Resources Training, leadership and management, Leadership Development Trainings Program, leadership training, leadership vs. management training

The Challenge of Leadership is Very Varied

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It is a given that leadership is indispensable for organizations. Why? Because it is leadership that takes the organization to its intended, charted out destination. Since it is leadership that is the organization’s anchor; it is but natural that leadership faces challenges. The challenge associated with leadership is so inherent within it that it is right to say that if the challenge of leadership did not exist; there would be no need for leadership at all.

The major challenges of leadership


First of all, it needs to be understood that the challenge of leadership is not something to be wary of. Challenge of leadership should not be taken to mean difficulty. Leadership views challenges as the exact opposite: As an opportunity to show its abilities and improve on them.

The challenge of leadership presents itself in a myriad ways and is unique to each organization, its business and its culture. Having said this; we can list out a few major leadership challenges that are common across organizations and other entities.

The first challenge of leadership: Inspiring others


The number one challenge of leadership is looking ahead and assessing the big picture for the business, and more importantly, being able to take the whole team along towards achieving the charted goal of the organization. Being motivated by oneself is one thing, but having the ability to instill the same passion is another, and is the biggest challenge of leadership. Once this challenge of leadership is fulfilled, the organization becomes a highly motivated and eager one, in which everyone is filled with the desire to take the organization forward towards its goals.

The best example that comes to mind is that of the idea of America. If the US is a world leader today in all the areas that matter, it is because the spirit of freedom and the desire to excel and stand out from the crowd by doing things differently did not die with the Founding Fathers. It got deeply etched in the minds of nearly every American down the ages. This is a prime example of how the challenges of leadership have inspired generations.

Other characteristics of challenges of leadership


While the point listed above can be considered the ideal example of meeting the challenges of leadership; there are others, such as:

  • Showing grace in victory
  • Being humble in the face of failure
  • Being honest to one’s own fault
  • Being receptive to the team’s concerns and difficulties
  • Taking constructive criticism in one’s stride
  • Making the team participative in the organization’s growth
  • Not losing focus of the organization’s growth path.