In a romantic series of scenes, Russian photographer Murad Osmann is led around the world by his girlfriend Nataly Zakharova in an ongoing project called Follow Me.
Via Brian Yanish - MarketingHits.com
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It has certainly been interesting as of late, with leaders and the practice of leadership receiving more scrutiny than any other time in recent history. There seems to be no shortage of data pointing to the current “leadership crisis,” from surveys on confidence, trust, hope, and optimism, and the frequently discussed issue of employee engagement. With little to no improvement, the leadership conversation now includes theories and practices such as distributed leadership, holocracy management, and leaderless environments. And while the jury is still out on many of the new models, I strongly believe that as work transforms, leadership still matters.
Via David Hain, Ides De Vos
Nasdaq, Inc. CEO Bob Greifeld regularly has group lunches with non-executive employees to remain visible and available to those outside of his inner circle.
But through these lunches, Greifeld is able to get an idea of who will be rising up the ranks to a leadership position.
"It's always interesting to me to see the range of engagement of people," he told Business Insider in a recent interview held in Nasdaq's New York headquarters.
He'll find some employees who are "intellectually curious" and know what is happening within Nasdaq and the industry, and other employees who may be talented and capable but only know what's happening within their own job.
"If you don't have that intellectual curiosity, magnified by passion, then it's hard to advance, and, certainly at the executive level, hard to thrive," Greifeld said.
To help monitor the growth of natural leaders possessing this trait, Nasdaq ties 10% of its employees' compensation to an engagement score.
"Intellectual curiosity" is also the primary attribute Greifeld looks for when interviewing candidates for a role that reports directly to him.
"I think water seeks its level over time," he said. "As managers you might think you have the ability to change employees, but I say you have the ability to improve them but not to change them, because they will always go back to their own level." Therefore, he wants to find candidates whose innate curiosity and passion will drive them, without his intervention.
"You've got to assess who this person is, what their motivations are, at what rate do they want to work, and how do they want to advance," Greifeld said.
"We want to see people who want to be passionate, want to be engaged, want to be part of the industry, and are not just coming here to work to make what is a good paycheck."
Join the conversation about this story » NOW WATCH: 'Shark Tank' star Daymond John reveals the advantages of being broke
Via Riaz Khan
What makes a great leader? Although the core ingredients of leadership are universal (good judgment, integrity, and people skills), the full recipe for successful leadership requires culture-specific condiments. The main reason for this is that cultures differ in their implicit theories of leadership, the lay beliefs about the qualities that individuals need to display to be considered leaders. Depending on the cultural context, your typical style and behavioral tendencies may be an asset or a weakness. In other words, good leadership is largely personality in the right place.
Research has shown that leaders’ decision making, communication style, and dark-side tendencies are influenced by the geographical region in which they operate. Below we review six major leadership types that illustrate some of these findings.
Via The Learning Factor
The global refugee crisis, political strife and economic dislocation all contributed to a worldwide deterioration of religious freedom in 2015 and an increase in societal intolerance, according to the U.S. Commission on International Religious Freedom."
Via Seth Dixon
The world is getting more dynamic and complex, not less, so leaders must learn how to surmount new challenges. There is some good news: Although the leadership challenges in an increasingly VUCA world are significant, they’re not insurmountable for those who are willing to look beyond old thinking and approaches. Here’s some pragmatic guidance to help you craft a strategy:
Via Bonnie Hohhof
An individual’s agility is a fundamental digital capability block through which she or he can build more advanced professional capabilities and better fit in the digital dynamic we live in.
Agility is related many things such as adaptability, flexibility, changeability, robustness, sensitivity, comprehensiveness, speed, responsiveness, etc. Either at the business level or from the individual perspective, agility is the multidimensional competencies to adapt to changes, formulate creative or unconventional alternatives or solutions to resolve problems, to show versatility and flexibility in response to unpredictable or unanticipated circumstances. It’s a crucial ability to thrive in today’s “VUCA” normality. Which questions should you ask to assess an individual’s agility?
Are you mastering the full learning cycle: Learning, unlearning and relearning? The mind with learning agility likes to experiment and comfortable with change. Learning agility can help a digital professional to move out of his or her comfort zone, take risks, learn from mistakes, and grow to a lifetime learner. People are always the most critical element for any business success, and more often the weakest link as well. In Agile circumstances, people should be able to unlearn what is not working, eager to learn new things, willing and be able to communicate and collaborate, have a passion for what they do etc. Of course, this needs to be supported with people focused organizational culture and appropriate reward and recognition policies, which encourages learning, change, sharing, and collaboration.
What’s the correlation between agility and innovation? Digital means flow, there is more flow of creative ideas, the better opportunities to reap the benefit from innovation management. Learning agility is an important element to spark creativity. Being learning agile via experiment on innovation, delivering a result at the first-time situation will be more frequent than ever. It will allow one to obtain new insights and experiences that can only help in your future endeavors as well. Think outside the box, go against the grain. At times throw away conventional means and try something radically new, and overall multifaceted resourcefulness. Agile is a fantastic way of working to involve everyone in the process of creation and delivery. Organizations need to be getting used to these forms of working and commercializing value at the digital era with the new characteristics of hyper-connectivity and convergence.
Do you (either as a professional or a team) follow the agile principles to focus on three “I”s: Interaction, Improvement, and Innovation? A process or methodology like agile is people dependent, agility is all about people and change. A mature Agile team composed of passionate people that embrace change and seek understanding will be paramount. Share early and share often, cross-functional collaboration and iterative communication are encouraged to optimize business processes and improve business agility. A system has neither accountability nor responsibility. A system cannot provide leadership. Individuals must be made accountable and responsible including giving into mediocrity. The systems never have saved the world but individuals did. Organizations, as a social milieu made of individuals, may encourage or even drive mediocrity. You need first and foremost people who value working to the best of their ability, being agile and willing to cooperate and communicate effectively under conditions of mutual trust, to achieve a common goal.
Agility is about both creating the change and adapting to changes. An individual’s agility is a fundamental digital capability block through which she or he can further build more advanced professional capabilities and better fit in the digital dynamic we live in. There needs to be broad management support for Agile talent management and an understanding that it means empowering staff to be creative and adaptive. This is not always an easy transition for an organization but being agile is the right way to go, and agility is a high professional quality.
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Via Riaz Khan
Sushma Sharma's insight:
Simon Staffans: "There are trends in today’s world, and there are things that could be better described as mega-trends. One of them is – building on things I’ve discussed in posts on this blog over the past few weeks, months and years – the notion of a creative society."
DRC: The latest blog post in Simon Staffan's excellent series on storytelling for an evolving audience ....
Even as recently as twenty or thirty years ago, the people with influence were relatively easy to spot: the President or Prime Minister of a nation, religious leaders, CEOs, and probably your parents.
Their influence was based on a combination of position, experience, knowledge, wealth – and most importantly control of the channels of communication to the “people,” for to have power influence must be spread.
No longer – the influence landscape has already shifted dramatically and will continue to evolve.
Via Kenneth Mikkelsen, Carol Sherriff
At the age of digitalization, ‘being who you really are as a global leader’ is more critical than ever.
The business world has become hyperconnected and interdependent. Global leaders of the future sense, feel, read, imagine and intuit possibilities in the journey of digital transformation. Global leaders articulate strategic visions, interactive designs, and navigating directions where networks of management informally communicate the possibility of generative behavior changes in structure, patterns, and processes. With unprecedented digital technology advances, the knowledge brainstorming is happening in real time with people and plays spontaneous networks of human and business operational concerns. Organizations not only need good managers to take care of today’s business; but also have to grow the world class leaders with a global mindset to leapfrog their companies for long-term prosperity. What are the core competencies in global mindset?
Self-awareness: At the age of digitalization, ‘being who you really are as a global leader’ is more critical than ever, being authentic is a sort of prerequisite of global leadership because your digital footprint is omnipresent, the working life is converging with personal life, you have to be real and true to yourself and others. This will translate and distill into believability throughout your entire organization and beyond. Being authentic means to be original, positive, progressive, courageous, conscious, creative and curious, and to adopt mindsets of critical thinking, challenging convention, maximizing diversity and being willing to experiment, as a basis for then being able to think differently, independently, and globally. You will be seen as a digital professional and leader who can be trusted not just by your coworkers but also by your customers or clients. Global leadership is shifting toward grooming historic digital leadership skills embodying effective communication in networks of global conversations that inspires creativity in diverse domains of expertise.
Inquisitiveness: The diversity of thoughts, character, cognitive difference, skills, style, and generation account for the majority of our difference for today's digital workforce. Global leaders are inquisitive to ask many good questions. The good question is usually open and thought-provoking. The good question brings multifaceted perspective with culture intelligence. People are gregarious by nature, they tend to organize themselves and it gives rise to a collective set of attitudes, beliefs, educational systems, notions of time and space, society structures, ways of doing business, etc. These items are the elements of a culture (regional, national, continental, age, ethnic background, religious beliefs, the list goes on and on). Hence, global leadership certainly has to take into account cultural intelligence and how that affects things: how you interact with one another, how you manage, and what’s your thinking process and how you make a decision; from cognitive intelligence about others - as well as themselves! A global leader needs to be able to facilitate and orchestrate these difference, values, cultures and gain profound understanding about the business ecosystem.
Adaptability: Global leaders manage people across functional and broad geographic boundaries. In one way 'global leadership' is synonymous with leading virtual teams across the globe. They must be comfortable leading remote teams, multiplexing tasks and time zones, communicating and collaborating in a way that keeps everyone focused and connected in spite of the distances. While there are many components of global leadership, one of the most important ones is the ability to adapt, model and influence change. We live in a world where change is the norm and if we don't embrace it, accept it, roll with it or make it happen, we're not going to be successful. The adaptable global leaders are good at shifting from one leadership style to another, but keep the leadership substance on check; they are good at identifying and articulating paradigm shifts, setting trend, not fad; and they are good at molding leaders that go out and promote changes in people's mindsets and paradigms and make influence through vision and insight.
Cultivating digital leaders with the global mind is not just simply a horizontal expansion of management responsibility, look around to find out how to bring leaders closer to integrity and authenticity. They are crucial for global leadership. They bring courage, which is lacking so much so often, they bring determination to make things happen, they bring inspiration when you trust what you feel to decide what to do, and they bring the capability to lead the hyperconnected world effectively.
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Via Riaz Khan
The rate of change in the business world today is greater than our ability to respond. In a world that is often described as VUCA (Volatile, Uncertain, Complex and ambiguous), there are major tectonic shifts that demand a new mindset of leadership.
Via Marc Wachtfogel, PhD, Roger Francis, Emeric Nectoux, Suvi Salo, GwynethJones, NikolaosKourakos, Stephania Savva