| |January 202019THE NEED OF THE HOUR IS TO DEVELOP LEADERS WHO HAVE THE SKILLS TO FLOURISH IN COMPLEX, AMBIGUOUS, AND UNCERTAIN ENVIRONMENTSearn the trust of others and to lead without ascribed power and authority. What am I being called to do? In this first step, leaders must take a clear-eyed look at the context in which they are leading and determine what's most needed of them for the organization's greater good. 3. What's the right thing to do?The second step is deeply personal, in which lead-ers link their convictions to what the organization asks of them. They look at their identity and story as a leader and consider what really matters most to them. What kind of leadership is it time for now? Here, lead-ers outline what they individually need to do to help the organization the most, based on who they are and how they fit into the larger context. 4. Develop and demonstrate authenticity and agility:Authenticity and agility are becoming the distin-guishing leadership characteristics of high-perform-ing businesses. Authenticity means behaving and acting in ways that match with a leader's personal convictions as well as the purpose for which an orga-nization exists. Agility is the ability to lead nimbly in the face of uncertainty and the ever-changing cir-cumstances in which leaders are responsible for rein-venting businesses. Flexibility and a strong sense of purpose keep the focus on results and outcomes amid shifting sands. DIGITAL ERAThis digital era, which is characterized by rapid and continual disruption, it is vital for organizations to be agile. They need to quickly respond to changes. Busi-ness leaders must not only be effective interperson-ally but should also manage increasingly complex situations arising during the business. Leaders must be able to make choices faster and lead change pro-ficiently. This must be done while skilfully persuad-ing in a more consistent and collaborative landscape. Additionally, they must also foster a "digital-ready" organizational culture that embraces rather than bat-tle against VUCA (Volatile, uncertain, complex and Ambiguous) World.CONCLUSIONThis would help the leaders and the organization ready for conducting fair executive processes and also to help to navigate through wider political and cultural shifts. Building on cutting-edge research will develop the ability to steer faster decision-mak-ing, fast-track change processes and cut through dif-ficult cultural challenges. They understand the cru-cial challenges; senior leaders encounter in leading more complex organizations. Deploy ways to help teams make critical decisions. Improve the ability to accomplish large, structured change management processes. Inspect power and influence dynamics in organizations, including effective network development.
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