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Findleaders Services

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Finding informal Leaders

In the ever-evolving landscape of organisations, identifying and understanding the informal influencers within an organisation has become crucial for effective leadership, communication, and decision-making. While formal hierarchies delineate authority and responsibility, informal influencers wield significant impact on the organizational fabric. 

Informal influencers are individuals who, despite lacking formal titles or positions of authority, possess the ability to sway opinions, shape perceptions, and drive outcomes within an organization. They are often the go-to individuals for advice, information, and guidance, forming an intricate web of connections that transcends official reporting structures.

The Role of Network Analysis Surveys:

Our network analysis surveys provide a systematic and data-driven approach to unravelling the informal networks that exist within your organization. The surveys go beyond traditional hierarchical charts, capturing the dynamic relationships and interactions that shape your organizational culture. By examining communication patterns, collaboration, and information flow, network analysis our survey can pinpoint key influencers who play pivotal roles in decision-making and knowledge dissemination. These influencers are particularly useful in making change happen.

Survey Design and Implementation:

To embark on the journey of identifying informal influencers, our organisation can design a comprehensive network analysis survey. This surveys will encompass a diverse range of questions, probing into communication channels, collaboration preferences, and interpersonal relationships. Questions may include:

  1. Who do you frequently collaborate with on work-related projects?

  2. Whose opinions do you value when making decisions?

  3. Who do you turn to for advice or guidance?

  4. With whom do you share information about work-related matters?

By analyzing the responses to these questions, we can map out the informal networks that exist beyond the formal organizational structure.

Data Analysis and Visualization:

Once the survey data is collected, sophisticated data analysis tools can be employed to visualize and interpret the findings. Our Social network analysis software can generate graphical representations of the informal networks, highlighting central figures, clusters, and the strength of connections. This visual depiction offers a clear understanding of the influential nodes within your organization.

Identifying Key Influencers:

Through our network analysis survey, your organization can identify key influencers based on their centrality, connectivity, and influence within the informal network. Central figures with high degrees of connectivity are likely to be influential in disseminating information and shaping opinions. By recognizing these influencers, your organization can harness their abilities to foster collaboration, innovation, and positive cultural change.

Strategic Utilization of Informal Influencers:

Once identified, informal influencers can be strategically engaged to drive organizational objectives. Leadership can involve them in change management initiatives, seek their input in decision-making processes, and leverage their influence to disseminate important information. By aligning the efforts of informal influencers with organizational goals, leaders can amplify their impact and enhance overall organizational performance.

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Selecting Leaders who can work with volatility and complexity

In the dynamic and competitive landscape of the modern workplace, organisations seek to identify and nurture top talent to gain a competitive edge. Human resource professionals and talent management experts continually explore innovative approaches to understand and assess employees' potential for leadership and success within the organisation. One such approach gaining traction is the incorporation of Adult Development Theory in talent identification processes. Adult Development Theory as a framework for identifying top talent and it can have an enormous impact on organizational success.

Adult Development Theory Overview

Adult Development Theory, rooted in the works of psychologists such as Erik Erikson, Daniel Levinson, and Jane Loevinger, posits that individuals undergo distinct stages of psychological and emotional development throughout adulthood. These stages involve the acquisition of new skills, perspectives, and capacities, ultimately shaping an individual's identity and influencing their behavior in various life domains. By understanding these developmental stages, organizations can gain valuable insights into employees' cognitive, emotional, and interpersonal growth, which are crucial aspects of their potential for leadership and success within the organization.

Identifying Top Talent through Adult Development Theory

  1. Self-Awareness and Emotional Intelligence: Adult Development Theory emphasizes the importance of self-awareness and emotional intelligence in later stages of development. Individuals who have progressed through these stages are likely to possess a deeper understanding of their emotions, strengths, and weaknesses. We can help Organisations to leverage this insight to identify employees who demonstrate a high level of self-awareness, enabling them to navigate complex professional relationships and challenging situations effectively.

  2. Adaptability and Learning Agility: As individuals advance through adult development stages, they acquire the ability to adapt to new challenges and learn from diverse experiences. Top talent often exhibits a high degree of learning agility, enabling them to thrive in rapidly changing work environments. Integrating Adult Development Theory allows organizations to identify individuals who are not only adaptable but also proactively seek opportunities for continuous learning and skill development.

  3. Interpersonal Effectiveness: Adult Development Theory recognizes the significance of interpersonal relationships in personal and professional growth. Individuals in advanced developmental stages tend to exhibit enhanced interpersonal skills, communication abilities, and conflict resolution strategies. Identifying top talent involves recognizing individuals who can effectively collaborate, inspire others, and build strong, cohesive teams.

  4. Leadership Potential: By aligning talent identification processes with Adult Development Theory, your organisation can pinpoint individuals who have reached stages of development associated with leadership maturity. These individuals are likely to possess a visionary mindset, strategic thinking, and the ability to inspire and motivate others. Identifying and nurturing such leaders can contribute significantly to an organization's long-term success.

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Developing your Leaders and Teams

Developing leaders and teams is a critical aspect of organizational success. Effective leadership and strong teamwork can drive innovation, productivity, and employee satisfaction. Here are some strategies we use to develop leaders and teams within orgsnisations.:

Developing Leaders:

  1. Identify Leadership Potential:

    • Start by identifying individuals with leadership potential within your organization. Look for those who demonstrate strong communication, problem-solving, and interpersonal skills.

  2. Leadership Training and Workshops:

    • Our leadership training and workshops help individuals develop their leadership skills. These programs can cover topics such as communication, feedback, delegation, problem solving, conflict resolution, and emotional intelligence.

  3. One big thing:

    • We help Leaders to identify their purpose and vision, to work towards developing this and to move forward we help them to identify one blocker that my stunt progress. Its normally one dynamic that blocks the Leaders growth and we help them to move beyond this block so that they can flourish.​

  4. Mentorship Programs:

    • Establish mentorship programs where emerging leaders can learn from experienced executives. Mentors can provide guidance and share their knowledge and experiences.

  5. Leadership Coaching:

    • Provide leadership coaching to help leaders refine their skills and address specific challenges, particularly their one big thing. Professional coaches can offer valuable insights and guidance.

  6. Encourage Continuous Learning:

    • Foster a culture of continuous learning and development. Leaders should be encouraged to stay up-to-date with industry trends and best practices.

Team Building

​We use a number of tools to develop Teams. One of the frameworks we use is the Prosocial model.

  1. Define the Common Purpose:

    • Clearly articulate the team's common purpose. Make sure everyone understands what the team is trying to achieve.

  2. Roles and Responsibilities:

    • Define roles and responsibilities within the team, ensuring that each team member's contribution is meaningful and aligns with the common purpose.

  3. Prosocial Agreements:

    • Create a set of Prosocial Agreements that outline the rules, norms, and behaviors expected within the team. These agreements should encourage cooperation, fairness, and open communication.

  4. Monitoring and Feedback:

    • Implement a system for monitoring team progress and providing feedback. 

  5. Inclusivity and Diversity:

    • Foster inclusivity and diversity within the team. 

  6. Empathy and Perspective-Taking:

    • Promote empathy and perspective-taking within the team. 

  7. Applying the Ostrom Design Principles:

    • The Prosocial framework draws inspiration from Elinor Ostrom's work on governing the commons. Apply Ostrom's Design Principles, which include clear boundaries, proportional equivalence between benefits and costs, collective-choice arrangements, and monitoring to ensure compliance.

  8. Conflict Resolution:

    • Develop a conflict resolution process that is fair and encourages open dialogue. 

  9. Feedback Loops:

    • Establish regular feedback loops to assess the team's progress, adherence to the Prosocial Agreements, and effectiveness in achieving shared goals.




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