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Leadership

It has been roundly observed that the best of leaders tend to be versatile as well. This versatility entails several other related qualities. While leading, these leaders can be forceful as well as enabling at the same time. Behaviourally, they can assert positional as well as personal power. They possess exceptional talent management which they showcase by involving others, as this brings out the best in the people. Versatile leaders take charge, are decisive, but also demanding. They empower their team members, while also supporting them. The best of leaders are good at the operational side, but also excel in drafting the corporate strategy. The company’s direction is then focused towards long- term growth and innovation. They bring in the much needed discipline which goes a long way in execution and implementation of the tasks focused on.

Source:https://hbr.org/2020/03/the-best-leaders-are-versatile-ones?utm_source=facebook&utm_medium=social&utm_campaign=hbr

Uploaded Date:11 March 2020

Business leaders at several organizations may be afflicted by what may be termed as an identity mind trap. A lot of this has happened due to the optical illusions common to how human life has evolved over the millions of years on earth. There are energy- saving, though perhaps imperfect, shortcuts. There are four forms of mind that people could be having. These are the self- sovereign mind, socialized mind, self- authored mind and the self- transforming mind. The right management training exercises can help transform the business leadership’s minds away from the usual to matters of significant requirement. Some questions exist which could be posed to understand where one stands at present. The first is to question one’s beliefs. The next would be on what if the person concerned could be wrong. The third one is for what are the aims for the future.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/understanding-the-leaders-identity-mindtrap-personal-growth-for-the-c-suite

Uploaded Date:27 February 2020

Over the recent years, there have been several studies that have pointed out the shortcoming of the traditional style of leadership, to be soon replaced by an emerging style. The old style preferred a command- and- control mechanism, while the newer one, relinquishes of idea of ‘telling’ people what to do. The assumption is that the employees will be motivated enough to improvise on their own. However, those practicing the new methods must also be able to navigate the older styles. There in fact, exist several tensions that arise periodically, that the new- age manager needs to be adept at. The first tension is between the Expert and the Learner. The next one is about the Constant versus the Adaptor. The third is when a Visionary who is adept at framing the corporate strategy, needs to pit his/ her wits against someone who is a tactician. A Listener’s struggle against a Teller is next. Then comes the struggle between a Power Holder, versus someone who believes in being a Power Sharer. Intuitionists and Analysts inevitably go through such tensions as well. The last one is that between an Accelerator and the Perfectionist. To ace these tensions, the executive needs to be self- aware and also understand to sense the contextual awareness. One has to continuously learn, practice and adapt.

Source:https://hbr.org/2020/02/every-leader-needs-to-navigate-these-7-tensions?utm_source=twitter&utm_medium=social&utm_campaign=hbr

Uploaded Date:27 February 2020

There are certain key practices and mindsets followed by the best of CEOs across the globe irrespective of industry. Their personal working norms adhere by the principle of only doing what they are capable of. As a result, they manage their office time and energy, while strictly guarding against any chances of hubris setting in. Authenticity is their leadership model of choice. They are also adept at curating the right corporate strategy, taking in to account the company vision and appropriate resource allocation. They always take in a long- term view towards the external stakeholders. A guiding social purpose is often behind their business decisions. Excellent CEOs also work with the directors towards achieving the business goals. For this, they build the right relationships at work. Organizational alignment is key to them, so the talent recruitment is done in a way to align the personnel to value generation. Employee engagement is just one part of culture building. And finally, these excellent CEOs build their teams. Decision making is unbiased, management practices are seemingly coherent and teamwork thrives.

Source:https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-mindsets-and-practices-of-excellent-ceos

Uploaded Date:06 January 2020

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