MANAGING in the

NEW WORLD

Leadership

Organizations often speak of transformations, especially of the digital kind. But there is an Olympic Judo medalist who has gone further and tried to conjure up a transformation in some of the most backward parts of Rio de Janeiro. These slums are rife with poverty and violence, but corporates can learn much from such immersive experiences. His Reaction Institute is reaching out to the poorest and trying to wean them off street violence. Leaders must know that the only way to win always is to completely avoid risk. But this leads to stagnation in ideas. These leaders must also constantly be going through more of management training, either formally or through informal means. Connections need to be established with others in the chain. This sort of training can be a force for good.

Source:https://knowledge.insead.edu/blog/insead-blog/leadership-lessons-from-an-olympic-judo-medallist-11006

Uploaded Date:26 February 2019

Excess of ego can be the undoing of many a top business leader. This ego often leads to a sense of insularity that is built up among the leaders. As a result, they get closed out and do not get the pulse of the business. Their decision- making also suffers as a result of not being able to tap in to the right business intelligence. This is an unfortunate occurrence, as one climbs up the corporate ladder, but has to stay clear of. One also develops a sort of a hubris syndrome. This is because with this rise, more number of people would try to please the said leader, so would be particularly attentive to what they speak on. This has the potential to twist one’s perspectives. In order to be clear of this, leaders must address the perks and privileges being offered to them. Talent recruitment must be geared in a way, so that people with more confidence stay near the top leadership. One must build in a sense of gratitude and humility after all.

Source:https://hbr.org/2018/11/ego-is-the-enemy-of-good-leadership

Uploaded Date:26 February 2019

When discounting chain Lidl was about to enter an Eastern European country’s market, a leading supermarket was facing disruption. To solve this, the company heads asked its store managers to improve its talent management practices, so that the high employee turnover ratios could be reduced. While this worked at the store level, there was no major change at the profitability of the company. The supermarket chain merely managed to reduce its corporate training costs, but no discernible increase in its revenues. This clearly proves, that it is nearly impossible for team leaders to wear both their ‘people hat’ and their ‘profitability hat’ together. The leader is never infallible, but like any other position, would have his/ her flaws. The X360 is a tool used to unmask such blind spots in a leader. Post company transformation, it is a common occurrence to see the profitability- oriented leaders lose a lot of old hands. Organizations must thus get humanized using this process.

Source:https://knowledge.insead.edu/leadership-organisations/how-leaders-can-maximise-their-impact-10711

Uploaded Date:06 February 2019

A strong leader is one who can influence his/ her team members to perform better, and instils a sense of loyalty. While there may be a sense of fear among people, several rungs below on the hierarchical scale, this is purely out of an intolerance towards mediocrity. Management training programmes conducted by executive coaches for the company leaders often falls short in two parameters. One is that the coach often accepts that the shortcomings in any team may be purely due to the incompetence of the team members, and not the leader. Another is a futile attempt at toning down the fear quotient. This goes badly as such transformations are not sustainable and because it leads to frustration when one needs to compromise on the high standards set. Instead, coaches must strive to building complementary skill sets among the executives. This will help utilize the traits that work well, while muting the ones that may simultaneously have the opposite impact.

Source:https://hbr.org/2018/10/why-leaders-need-to-cultivate-complementary-strengths?utm_medium=social&utm_source=twitter&utm_campaign=hbr

Uploaded Date:06 February 2019

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