It is time for organizations to break out of the silo culture. For this, a brand of leadership is needed that can emerge out of the same. To do this, cultural brokers need to be developed and then deployed. People need to be goaded to ask the right questions. For this, the leader needs to act as the role model. Corporate training sessions need to be organized where employees are to be specifically taught, the art of enquiry. The people need to see the world from others’ viewpoints. Cross- silo dialogues have to be encouraged as well. The talent recruitment programme needs to specifically hire for empathy and curiosity as key traits. The employees’ vision to must be enlarged through much exposure. A good way of doing this, is to bring together diverse groups. The employees also need to be encouraged to themselves explore distant networks.

Source:https://hbr.org/2019/05/cross-silo-leadership?utm_source=twitter&utm_campaign=hbr&utm_medium=social

Uploaded Date:16 August 2019

Several incidents have been noticed where the business leaders have some genuine flaws, but no one is ready to provide that feedback, out of fear of a backlash. Some of these flaws may even have major consequences. Thus, leaders need to build a talent management system, where they are ready to take genuine feedback, while employees too feel confident in dishing out the same. In order to share some uncomfortable truths with the boss, the employee must present it with the consequences. This is better than to start off with a complaint. Turnarounds may be difficult to execute, so instead, workarounds could be suggested. Instead of being judgmental, the employee needs to show greater empathy. The boss meanwhile must give employees a sense of the normal when such feedback is passed, so they do not hesitate the next time, or others don’t. Leaders could also adopt a coach for their personal management training purposes, as this will ease off a lot of the psychological burden. The concept of Prime the Pump needs to be applied, where the growth of the team will be stimulated by the financial investment.

Source:https://hbr.org/2019/07/how-leaders-can-ask-for-the-feedback-no-one-wants-to-give-them?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:16 August 2019

Navigating through crisis requires a certain brand of leadership, rarely to be displayed otherwise. Only the very best emerge from such situations. Unfortunately for a lot of businesses, that are at the forefront of getting disrupted, crisis is not a constant occurrence. Thus, a course has been launched by the Columbia University on this particular aspect of talent management. This course on Crisis Management will be handled at the university’s campus in New York City. Leaders are prepared for the challenge, knowing fully well how in real life this could be applied. A lot of executives performing very well otherwise, may fold under duress, so the course becomes essential for them.

Source:https://www8.gsb.columbia.edu/execed/program-pages/details/2603/CLNDT?utm_source=sb-eNL&utm_medium=textad&utm_content=custom&utm_campaign=execed-8-1_CL

Uploaded Date:16 August 2019

Strategic leadership may broadly be divided in to seven stages. The first one is at the executive function level. It involves mastering one’s impulse and emotion. The next is about acquiring the right business intelligence on what others are thinking. Mentalizing becomes crucial at this stage. The third stage is all about applied mindfulness, so the leader becomes habitually self- aware. Wise expedience gets built in during the fourth stage. Integrity gets wedded to pragmatism now. The next one is known as the mentalizer’s paradox. Now, the side effects of success need to be neatly navigated. The penultimate stage involves standing the high ground on a broader scale. One’s aspirations expand during this period. And finally, one needs to build a legacy.

Source:https://www.strategy-business.com/article/The-seven-stages-of-strategic-leadership?gko=405c4

Uploaded Date:16 August 2019