MANAGING in the

NEW WORLD

Leadership

Most people aspire to rise to the very top and this plays out in the corporate world too, as professionals try to emulate the achievements of the best of leaders. Several executive coaching and management training manuals exist on ways to ape these top leaders. Yet, it has been realized that some of the most effective of learning takes place post failure. Three major transitions exist which even the best of C-suite executives often get wrong. One of them is the jump into a leadership position. From being ‘one of the boys’ to be being their commander is a tricky assignment. Organizational transformation is another many are grappling to live with, especially right now due to breakneck technological changes and business model disruptions. A final transition many struggle, is that they do not know what to do next having already reached the pinnacle of their careers. Nothing drives them anymore.

Source:https://hbr.org/2018/07/3-transitions-even-the-best-leaders-struggle-with

Uploaded Date:18 July 2018

A business leader needs to build in the art of resilience within. Due to the constant technology changes in the present business world, leaders often face adversity, so need to deviate form their values system. Intentional practice and observation can help in developing this resilience. For a start, a plan must be devised towards this. There is even an index known as Adversity Quotient that helps hone this aspect. This quotient strengthens what is termed as CORE, which stands for Control, Ownership, Reach and Endurance. A concept known as “Inner Game” needs to be won. Specific management training sessions abound towards this. One also needs to take advantage of each micro-adversity to learn from it and strengthen the resolve for the future.

Source:https://www.strategy-business.com/blog/Build-Your-Leadership-Resilience-Its-an-Act-of-Defiance?gko=eb158&sf190046950=1

Uploaded Date:04 July 2018

Some leaders want the instant fame and gratification of being present at the higher echelons. Others are more problem-led and only act out of their experiences. The second kind can actually be termed as having an “anti-leadership” bent as they are reluctant and skeptical about assuming leadership positions. They however, possess a passion for hard problems that require them to step into these leadership roles. They are good with corporate strategy, so understand most functional aspects from the top. While they are happy to use their talents when needed, they also understand the need to step aside once the function has been met. Corner offices do not attract their types, instead they seek to get the work done as quickly as possible. Their talent management abilities are limited, so stay away from emotional or social needs of employees. Neither do office politics interest them. They do not mind eccentricities of their team mates as long as the desire work is achieved. The status quo means nothing to them. They gave strong adherence towards hard, tangible data. If not available, they shy away from making decisions. Such leaders are most comfortable at entrepreneurial ventures or startups rather than at large established firms.

Source:http://mitsloan.mit.edu/newsroom/articles/the-11-calling-cards-of-a-problem-led-leader/?utm_source=mitsloantwitter&utm_medium=social&utm_campaign=problemled

Uploaded Date:04 July 2018

The CEO’s role is extremely complicated especially in large global companies. While they have myriad resources at their disposal, they need to manage all business units’ and functional agendas across levels. The job is relentless with few breaks in between to enjoy the perks of the position. Weekends usually too get occupied by work. So, CEOs must take out time specifically for their personal well-being. Some of the most effective CEOs are those that work face-to-face and avoid excess cluttering through emails. CEO’s need to set the corporate strategy and this agenda is what must drive them on. Such strategies need to be aligned with the company culture. But this agenda is not static but keeps evolving due to ongoing developments. These developments could be triggered off by technological changes or evolution of consumer preferences. The CEO must take care to limit one’s involvement in routine activities beyond a point, so that he/she may be able to focus on the core strategic and innovation aspects. A CEO also needs to be adept at talent management, as there is a lot of reliance on those directly reporting below. That is why they need to be in touch with the other managers too. Data needs to be tracked so they can gauge the bigger picture within the firm and the industry overall. Once monitoring is done, steps need be taken to improve the processes. The best CEOs even know how to get the best out of team meetings.

Source:https://hbr.org/2018/07/the-leaders-calendar#how-ceos-manage-time

Uploaded Date:04 July 2018

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