MANAGING in the

NEW WORLD

The present day workforce has moved away from the top –down approach where leaders make team members work by instructing. This is because the workspace has become flat and globalization has penetrated deep into our fabric. Also people have lost respect for hierarchy due to the advent of BigData which all realize is much bigger than us. Due to this flat structure, there is need for more of communication. The mode has to change though from instructive to persuasive. Here, persuasion does not refer to soft selling as eventually that mode lacks authenticity. It basically means that leaders need to use their influence to manage people and to get best results out of them.

Source:  http://www.forbes.com/sites/meghanbiro/2016/02/01/managing-by-influence-how-to-lead-in-the-new-workforce/#3ec7f3986deb

Business leadership is considered an orderly and logical disciple while creativity is apparently unrestrained and untamable. The two seem unlike each other yet creativity is at the very heart of business innovation which is a critical ingredient in leadership. Great leaders such as Thomas Edison, Steve Jobs and Henry Ford have all been creative people. They may not always themselves develop something new, but they provide the platform for innovations to take place. Creative leaders are by nature intuitive and can make out good business ideas versus those that will not. Once they are convinced that an idea is set to disrupt the existing market, they will back the decision. While innovating, speed is of the essence thus the best of leaders understand that the first version may not be perfect, yet they go ahead as they want to be the first to showcase the idea to the marke

A researcher has recently developed a flowchart to depict best reasons which elicit business innovation in organizations. The chart closely resembles the reasons for the same that Google has identified. Not surprisingly it has emerged that organizations perform better when there are functional teams around rather than the mere presence of top individuals. Broadly speaking, psychological safety is the topmost reason for team members to perform well as they can take risks. Dependability is another major factor. Clarity on organizational structure is also needed. Team members must understand that the work they do carries some meaning in the broader world. Finally, they feel best when their work creates impact somewhere. Similarly, Google has also pinpointed a list of characteristics which great managers possess. A top manager is a good coach. He / she empowers the team rather than manage nitty-gritty affairs. The person must take interest in team members’ career development, be a good communicator and is results oriented. Most importantly, the great leader must be able to grasp the bigger picture and execute the corporate strategy.

Several firms globally are grappling with finding ways to somehow elicit business innovation. Academicians have often been at the forefront of such changes, however it has been understood that teams of people are usually better at it than lone geniuses. And that is why it is important to not hoard information within silos, and rather to keep it open to all. The legendary GE head Jack Welch used an approach to invite people from eclectic backgrounds or departments for meetings as this often initiated building of great ideas. Organizations must walk the talk and execute the plans. To ensure creativity, it is essential to develop a sense of freedom and flexibility at work. The opposite inhibits creativity as there then exists a culture of fear. To conclude, organizations must openly celebrate successes with employees as this builds team bonds.

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