To have executives change character will always be an uphill struggle but they can learn to improve their behavioural reactions to difficult situations and develop greater emotional intelligence that will turn them into more effective leaders.
Oftentimes, as businesses grow, there are going to be some growing pains. And even more often than not, one of the less obvious pains is the slowly disintegrating company culture. When left alone, executives and employees, alike, will start to witness a lot of infringements on company values, because a lot of people either don't understand them or flat out didn't know they existed.
To navigate in our rapidly changing world, corporations and organizations everywhere have had to reevaluate the ever expanding, changing and intertwining complexities of their cultures. "We realized that when an organization has a poor perspective on its culture, it has resulted in low energy and mediocre morale that stifles people, and consequently, causes them to not keep up with the demanding pace of today's workforce," says Jason Richmond, CEO of Culturized.
This article explores how to use effective leadership strategies to win hearts and minds of employees to improve the bottom line. It draws attention to Gallup’s most recent statistics on the state of employee engagement, both in the US and worldwide, and outlines the three different types of engagement. To attract and retain top talent, leaders must take an active role in inspiring employees with authentic leadership.
(From the article) There is a place for alpha-like behaviour in organisations which need the drive, competitiveness and commitment of such leaders. However this should be balanced with models of leadership that connect, build and nurture. Once this has been achieved, organisations like Amazon (named as one of the most stressful companies to work for) will discover that employees who work without fear can be driven to new heights.
Fww transitions test one’s character like moving to a senior leadership role. It’s one thing to gain mastery of a particular function or skillset; it’s quite another to take responsibility for, and earn the respect of, employees from different backgrounds, functions, and cultures.Click here to edit the content
So why is it, with all this technology available to us and a world seemingly infatuated with social apps, so many collaboration initiatives fail to meet expectations?
One of the most common mistakes strategists make is to assume that collaboration is an outcome. An end state. They assume that providing digital tools and modern working spaces will, unless the world caves in, result in an end state of workplace collaboration.
Box ticked. All good.
Many organizations are discovering that this isn’t a given. All that new stuff, along with the clarion call to arms of "Now we can all collaborate!" can have a very different effect. Digital tools without a clear driver or vision can create an altogether new form of digital workflow chaos — too many tools, too many options. Adding additional complexity and confusion, without any clear sense of how this new way of working is helping anyone.
Being an effective leader means mastering skills from five key themes, a new study has found.
Dr Sunnie Giles, an organizational scientist and leadership development consultant, undertook research to find out the traits needed to be an effective leader. Her research involved 195 leaders across 15 countries.
Participants were asked to identify the 15 most important leadership competencies from a list of 74. The top 10 were then grouped into five main themes that all leaders should aspire to achieve.
“These five areas present significant challenges to leaders due to the natural responses that are hardwired into us,” Dr Giles notes.
She goes on to say that with “deep self-reflection and a shift in perspective… there are also enormous opportunities for improving everyone’s performance by focusing on our own.”
At first, Sandra was glad about her long-awaited promotion to sales director. However, she soon felt the reality of her new, more challenging responsibilities. She faced unresolved employee conflicts, low sales numbers, and the threat of cuts to her team. As she sat at her desk, Sandra felt dizzy, overwhelmed, and unable to effectively communicate with employees looking to her for leadership.
Sean is the CEO of a multimillion-dollar corporation in the midst of a merger. At a board meeting, Sean found himself in a heated conflict with some of the board members. Lack of mutual trust and the stress of charting the future of the company got in the way of Sean working well with the board. Sean realized his frazzled mind impacted his relationships with colleagues and undermined his influence in the company.
How should men advance women’s leadership? I believe that it is time for male CEOs to take bold action to ensure women have equal access to the C-suite and the boardroom. That’s why I am calling on my fellow CEOs to join me and take a pledge to adhere to the recommendations for increasing gender diversity in the EWNJ report, “A Seat at the Table: Celebrating Women and Board Leadership.” To view the full report visit ewnj.org/research.
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