Before we go on to unveil the future trends, let’s have a look at what was happening on the leadership training scene this year. Among the most innovative leadership strategies being taught all over the world was the so-called “endogenous resourcing”, standing for the myriad techniques for unlocking employees’ hidden potential.
Apart from this trend, we saw the rise of management policies that foster sustainability and a slow transition from the autocratic, control-and-command management style to its more democratic variety – both demonstrating how the human side of business has become a growing factor in the success of leadership as employed by many global brands.
Having examined the present, let’s now direct our gaze to the future – here are 6 innovative leadership development practices that we will see spreading in the upcoming year.
Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science — specifically Dr. Edward Deci, hundreds of Self-Determination Theory researchers, and thousands of studies — instead points to three universal psychological needs. If you really want to advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence.
Here are 10 big ideas from the book, Emotional Capitalists: The Ultimate Guide to Developing Emotional Intelligence for Leaders, by Martyn Newman. In the book, Newman shows us how to get emotional intelligence, and use it to achieve extraordinary results.
Sometimes I feel like an organizational anthropologist, who has taken deep dives into organizations to learn more about the nature of organizations in general. As an amateur organizational anthropologist, I have to take some basics of the profession into account. I selected four:
Leaders already know that keeping their teams motivated, engaged and driven to succeed is a demanding task in itself. But in today’s world it’s even harder, because leaders have to keep their people engaged while responding to huge, disruptive changes in how we work and what we care about in the workplace. It’s a big challenge, but the first step to overcoming it is knowing what the changes are. In Hay Group’s new book, Leadership 2030, we’ve identified six “megatrends” that are transforming societies and the global business environment as we know it.
Very few founders, startup CEOs, board members, investors, and others supporting the entrepreneurial community actively pursue and advocate disciplined, professional leadership development. This is an enormous missed opportunity.
Entrepreneurs, especially founders and startup CEOs, need not wait to be encouraged to do this work. They should not consider their own development as a nice-to-have, an indulgence, or an unnecessary expense. They certainly should not delay until their jobs are threatened by their poor performance.
Here are seven reasons (among many) that every founder and entrepreneurial CEO should actively develop their leadership, and a question about each.
Leadership in the 21st Century requires a fresh approach to gaining the engagement & buy-in of the people who make up our organisations. The ‘job-for-life’ culture of the 20th has now gone, and innovative approaches to leading teams are required – asking, rather than telling staff what to do – using a coaching approach helps people think creatively, helps us to do more with less, strengthens relationships and helps us manage organisational transformations.
New research we conducted with Microsoft, Nestlé, Pfizer and Telus International reveals that announcements like this one may not be that unusual in 2025. “An intersection is coming where society will expect corporations to fill the void in the face of government cuts, and, likewise, corporations will expect their societal influence to increase as their social capital becomes the force of change in communities, countries and even entire global industries,” said Jeffrey Puritt, president of TELUS International.
We predict that 2015 will mark the beginning of a long-term transition of the role and purpose of the world’s largest public companies and the value chains they control. This shift will start with an acknowledgment that despite years of implementing initiatives designed to make the companies more “responsible,” real progress on climate change and other global issues has remained incremental. The new imperative for business leaders will be to embrace the idea that the viability of their businesses depends on solving the world’s most pressing societal issues.
Despite the grand talk about talent acquisition being the most important thing a company can do, I contend that companies actually set up policies that prevent them from hiring great people.
CAUTION: you should not read this post if you are an advocate of behavioral interviewing, competency models, assessment tests, compensation bands, hiring based on cultural fit, and the use of traditional skills- and experience-laden job descriptions.
Spoiler alert: I am about to demonstrate how these tools and techniques filter out the best people before they’re even considered. This essentially puts a lid on the quality of people a company hires.
Who are the unhappiest among your workers? And what’s driving them crazy? They may not be who you think they are. They aren’t who we would have thought.
To find out, we gathered data from the most unengaged and uncommitted employees from more than 320,000 employees in a variety of organizations. We then identified those employees whose engagement and commitment scores were in the bottom 5% and compared the responses of these 15,729 unhappy souls to the rest.
You might think these would be the people with poor performance ratings or the ones in over their heads – people with inadequate training, education, or experience for the job. Or perhaps they’re the ones who haven’t been on the job long enough to decide they’re a bad fit and move elsewhere.
But when we examined the demographic characteristics of these employees, we found instead that they could best be described as those “stuck in the middle of everything.”
The infographic that we put together has some pretty shocking statistics in it, but there are a few common themes. Employees feel overworked, overwhelmed, and they don’t like what they do. Companies are noticing it, with 75% of them saying they can’t attract the right talent, and 83% of them feeling that their employer brand isn’t compelling. Companies that want to fix this need to be smart, and patient. This doesn’t happen overnight, but like I mentioned, it’s easy to do. Being patient might be the hardest thing for companies, and I understand how frustrating it can be not to see results right away, but it’s important that you invest in this, because the ROI of employee engagement is huge.
Here are 4 simple (and free) things you can do to get that passion back into employees. These are all based on research from Deloitte.
Leaders set the tone of an organization. The outer environment is a reflection of the inner environment of those who establish the quality of the company. When the leader(s) are chaotic and manage without a solid foundation or strategy, the whole operation turns into fire drills, with everyone running around like beheaded chickens.
The only thing this creates is a sustained profile of hysterics and frustration.