In the digital age, a leader can only survive and thrive further if he/she is a willing learner. This is due to the constant changes induced by technology, which means that all leaders these days must work with an agile approach. Leaders willing to transform do not ask where to learn from, but instead the topics where they are lacking so need to brush up. Agile learners tend to make more informed decisions take calculated risks and set challenging goals for themselves as well as their team. This learning can take place with three approaches. To start with looking back is about conducting thorough business analysis on what went write and what didn’t to not repeat those mistakes in the future. Looking around is the process of observing how others work, to glean useful business insights from them. And looking ahead is all about forming the right corporate strategy to take on the future.

Source:https://www.strategy-business.com/blog/A-Practical-Plan-to-Become-a-More-Agile-Learner?gko=a64ad&sf195943887=1

Uploaded Date:11 September 2018

Whether one is looking to enhance one’s own employability or looking at recruitment for the company itself, there is no denying that the future of work involves a hybrid of the human and technology. For humans to thus remain effective and innovative in this present digital age, leaders are needed who have a human approach and understand the bigger picture of the corporate strategy. This will enable people to easily adapt to newer roles curated. Sometimes leaders also need to take a hands-off approach because innovation is best crafted in a collaborative atmosphere sans the boss. Such a person is gifted at coaching or at least facilitates management training sessions for employees to learn at work and reskill. An entrepreneur who is a role model must drive in deep values among the employees through sheer conviction of work. That person needs to show ample amounts of empathy, emotional integrity, creative energy and fearless purposefulness. There are seven leadership roles which are self-explanatory by name. These roles are of the Explorer, Inquirer, Pioneer, Cultivator, Convincer, Co-creator and Connector.

Source:http://innovationexcellence.com/blog/2018/08/21/a-disruptive-world-requires-new-leadership-capabilities/

Uploaded Date:01 September 2018

There exist a whole range of advice on leadership. One of those gaining traction these days is the belief that good leaders start off as good followers themselves. This is because the leaders are only as effective as how well they can engage their followers. An experiment was conducted on a group of elite Royal Marines. It emerged that those who considered themselves as natural leaders ended up the exercise not managing to exert their authority in comparison to those who didn’t rate their own leadership capabilities. The latter group was seen as “working for us” and not “working for them”. Thus, management training programmes aimed at creating leaders at the micro-level need to consider the fact that distancing oneself from a group does not elevate their levels, but merely accentuates a diffidence.

Source:https://hbr.org/2018/08/research-to-be-a-good-leader-start-by-being-a-good-follower

Uploaded Date:27 August 2018

Confidence is a trait apparently shared by most CEOs, which is what gets them to the very top in the first place. However, sometimes this confidence may waver as proven through a study conducted by leadership advisory firm Egon Zehnder. This study was based on more than four-hundred CEOs across eleven countries with a total sales footprint of 2.6 trillion dollars. A surprising fact that emerged was that about two-thirds of them weren’t even prepared to take up the job. Half said that driving cultural change at the org proved to be much harder than first thought. A similar percentage even said that self-reflection and me-time now proved to be that much harder to find. Surprisingly, developing the senior leadership proved to be a challenge for nearly half those surveyed. To plug in these gaps, corporate training programmes specially dedicated at succession planning was needed. Boards must not remain proactivein working with the CEOs throughout the journey right from before appointment to afterwards. Internal hiring and external talent recruitment need to be better integrated. Each must be done with an understanding of what is needed at the other end.

Source:https://hbr.org/2018/07/survey-68-of-ceos-admit-they-werent-prepared-for-the-job

Uploaded Date:27 August 2018