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Additional Information and Skills Utilized by Leadership Today

Leaders of today’s and tomorrow’s most effective businesses, as always, will continue to focus on cost-effective uses of technologies and processes.  And that’s not all.

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Top performing leaders focus today with increasingly effectiveness on how the individual employees within their businesses are strategically aligned with their company’s strategic goals and objectives.  

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Leaders today achieve increasingly adaptive, competitive advantage by employing replicable processes that allow participants to build a practical understanding of each others’ values and behavioral preferences in order to create an aligned company culture focused on strategic achievement, as and where needed.  

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FitPeopleIntoBoxRather than attempting to fit people into prescribed “boxes,” leaders today are becoming increasingly adept at ensuring their employees participate in a process to be placed, individually, where his or her values and behavioral preferences will best fit the strategic needs of the organization.

This is so that employees can act and react responsively, with maximum personal discretion, to fulfill the strategic needs of the organization without ambivalence or interference, and yet with accountability.

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New hire candidates are likewise engaged in replicable processes to understand to what extent they are a good fit for a job and the company culture (two different aspects of the same elephant).

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In an increasing number of cases, new employees are provided attractive options for opting out of employment, for some time after hired, to optimally ensure new candidates are, indeed, a good job and culture fit.

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The thought-process and intention, in each and every description above, is so that the most imaginatively adaptive side — the people side — of operations can be strategically engaged without unintended and unnecessary impediments, such that each individual is applying her or his genuine talents and preferences to company success.

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Key in all of the above is the effective engagement of talent.  This requires engaging not only the heads and hands of employees, but also their motives, including gut feelings, for not only ensuring procedural fidelity when required, but also constructive adaptability as required. 

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Imagine the in-house consequences of what is described above!

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This is literally about unlocking your company’s Sleeping Giant by transforming your company’s workplace culture into your company’s Wish-fulfilling Genie.

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Eisenhower is credited as saying that leadership is “the art of getting people to do what you want done, because they want to do it.”  

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This can be accomplished, asserts Barbara Trautline of Change Catalysts, by “giving people the big-picture vision, the tactical plan, and the personal connection [that] motivates others to move toward positive change.”ChngIntllgncBook,Trautline

 

No single person, no matter how smart, can take a business to its apex. For that, you need every voice heard. And know-it-all leadership creates a deadly silence.  —Jack Welch 

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The New Requirements of Top Leadership

FullyParticipate

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To provide truly competitive leadership today requires leaders to fully participate, thereby gaining further personal understandings, through their participation, in how to engage others where they are, with what they bring to the table.  When done well, this will include their aspirations, and even their potential willingness to extend themselves, for the strategic good of the organization.

LeadByExample

Leadership skill sets under these circumstances will increasingly include the “timeless” high-value qualities of real interest and leading by personal example, in order to clearly communicate authentic and trustworthy commitment to the change goals.

As much as ever, this is precisely what people are looking for today from the leaders they choose to support and with whom they want to engage.

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CollectiveOpennessIn addition to leaders today ensuring their own authentic engagement throughout any adaptive change process, competitive leaders are also ensuring utilization of replicable procedures for constructively fostering collective openness within their organization to emotional, as well as intellectual and behavioral, feedback from participants — all of this for a collectively shared and strategic business purpose: That of engaging the emotions (the “heart”) of each employee alongside their understandings, to inspire, bring clarity, and ensure her/his most strategically effective participation, at all times, in business activities.

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AssessValuesDoing all of the above involves learning, for strategic purposes, how to empower company participants to assess each others’ values in relation to their company’s strategic goals and objectives for any given position, so that the “right” people can be placed in the “right” positions for the “right” reasons to obtain optimal results (see, for example, Jim Collins)

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Increasingly, replicable opportunities for feedback and for welcomed, reflective, course corrections for individuals are provided as they proceed.  

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SecureEngagedTrustingAs you can see, adaptive business competitiveness today and tomorrow does and will involve even greater understanding and leveraging, than in times past, of the natural complexities within the human side of one’s enterprise.  This is to ensure the right “mix” of strategically desired personalities while maintaining clear strategic alignment among participants with company goals.  

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Employees and employers end up feeling more secure, engaged, and trusting of each other, amidst their natural differences.  They better understand how their behavioral preferences and talents, as a group, are being best utilized by their organization to succeed and, as needed, adapt in increasingly changing circumstances.

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In Summary: 

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  • Historically, people were most often simply placed into “boxes” of employer-defined expectations and expected to meet those expectations.

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  • Later, the goal became that of finding the“right” people to fit in these boxes.

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  • Today, reliable processes are utilized to ensure people are strategically engaged to better understand who might best be engaged, for what reasons, and where, in order to support their own continuous adaptation, if and as needed, of their own role in that company to mutual and sustained advantage.

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Sleeping GiantWish-Fulfilling Genie

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At Logo-BCS, we guide you through the process of understanding and then utilizing these additional sources of information — with tools — for awakening the “Sleeping Giant” in your firm, to transform it into your “Wish-Fulfilling Genie.” 

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How much do you believe openness to new kinds and sources of information about people, including yourself, is essential for effective leadership today and tomorrow?  

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What other examples of openness to and utilization of additional sources and kinds of information might you provide?

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Best.

~Norman

Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations. ~ Peter Drucker

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