It is easy to say “we are customer focused” and overlook subtle changes in consumer demand, or to justify cost cutting as a rational business maneuver in a tough market environment. But if these measures don’t accomplish your strategic vision or sync with the reality of your customer, there is little hope for leading the market.
As the structure of our society has changed, as social dynamics have moved away from authoritarian models towards more socially collaborative ones, backed up by the speed, breadth and fluidity of communications, so the nature of leadership has changed too
No longer purely authoritarian (although often needing to include elements of this), there is a more constructivist dimension: leadership created in the moment through consensus of the community. Leadership of it’s time: a time when communities enable us to be more effective, to create ever stronger meaning and share it ever more widely.
Yesterdays leaders may have been about bluster and orders, today’s are about curation, sharing, social capital and trust. Today’s successful leaders gain support through their communities and provide a light touch of leadership on decisions that are co-ownedthroughout the community.
If there is one trait that virtually all effective leaders have, it is motivation – a variety of self-management whereby we mobilize our positive emotions to drive us toward our goals. Motivated leaders are driven to achieve beyond expectations – their own and everyone else’s. The key word here is achieve.
ohn (that’s not his real name) was a CEO. He ran a large global business with outposts in over 40 countries, thousands of clients, and billions of dollars in revenue. He’s a storyteller. One of those people whose presence lights up the room. He can convince, persuade, cajole and charm with the best of them — it’s one of the many talents that helped him make it to the top.
The science of strategy may give the organization some clarity about its moves in the marketplace. However, the art of strategy needed to implement the ideas eludes many managers. The results? Frustration. Disillusionment. Apathy. Time wasted.
When Yahoo’s CEO, Marissa Mayer, decided to eliminate telecommuting last year, there was backlash on both sides of the debate. For one side, Yahoo’s decision signaled the end of telecommuting and work flexibility as we know it. But for the other side, Mayer and her senior management team simply served as an example of the out-of-date managerial styles that will someday be far behind us. One year later, it seems that telecommuting and flexible work options are indeed growing trends, and that’s because smart leaders embrace work flexibility.
Here are three reasons why smart leaders embrace flexible work options
Whether your business is large or small, if you are the CEO, you are also the CCO — the Chief Cultural Officer. Culture matters. It is what makes the difference between a thriving, profitable, and growing business and one that is lethargic and struggling.
The CCO who takes on the creating, shaping, and development of the company’s culture will see a highly productive and happy workforce who produce significant bottom line results.
Only a very few companies might be ready to embrace concepts such as holacracy in a serious and all-encompassing manner and to dance to this new rhythm. And although being around for about 10 years, holacracy still has to demonstrate its effectiveness on a broader and a sustainable manner.
Research has the UK coming through this double dip recession with some of the lowest engagement scores in the developed world. Can some of the methods used in creating vibrant, powerful and meaningful performing arts help transform learning programmes by adding emotion, humanity and truth? Three real possibilities:
Like most successful entrepreneurs, Parikshat Laxminarayan started off his entrepreneurial journey by noticing a gap that he knew could be filled by anyone determined enough to throw down some cash and chase the dream. During his MBA at INSEAD, he travelled to his native India with several classmates and while there, one of them observed that what he’d experienced in India was vastly different to what he’d expected. The classmate experienced a clean, green and vibrant country; which broke his stereotype of India as hot, poor and dry – which of course is true of many parts of the country. Laxminarayan spotted a business opportunity in that observation!
Roger Francis's insight:
Valuable INSEAD article on why it is harder to build scale in a business than start one.
One of the most critical ingredients in building a successful organization is to have a clear strategic agenda, which helps the company focus its energies and resources to create competitive advantage and also gives guidance on the number and scope of internal projects and initiatives that must be funded and resourced.
It’s perhaps the worst kept secret in the business world that what you know is worth only about 25% as a predictor of whether or not you will succeed. The rest is based on fit – how you fit with your boss, your team, your customers and your organization’s culture.