These shifts don’t mean abandoning your traditional skills. For organizations to thrive now, all of these leadership characteristics must evolve.įor leaders, this means making five fundamental shifts in mindsets and ways of working (table). Reimagining leadership: Five critical shiftsįor decades, the attributes regarded as central to being a successful company have mirrored the qualities prized in leaders: focusing on earnings, demanding results, exercising authority and control, and being fiercely competitive. They must, in fact, reimagine themselves, undertaking inner work to shift their mindsets and consciousness to see the world anew to rethink their interactions, roles, and ways of working as part of leadership teams and to reimagine their organizations and the industries in which they operate. This new approach calls on leaders to make fundamental evolutionary shifts, well beyond the standard expectation that they continually develop additional skills. We are moving from an era of individual leaders to an era of networked leadership teams that steer the organization. This new model has a clear purpose and focus: to benefit all stakeholders by enabling people to work and learn together to build and operate a continually evolving system for creating value. High-performing leadership teams will always outperform the capabilities of their individuals. Companies seeking to thrive now still need leaders who are accountable for their individual roles-but leadership itself resides in the teams of leaders acting in service to the organization. The old hierarchical model of leadership is increasingly seen as an obstacle to meeting the complex demands facing today’s organizations. And the shift to this new kind of model changes the way businesspeople must lead. Their cultures support a more open, collaborative, and emergent way of working. The companies leading the way are developing new architectures featuring collaborative networks of self-managing teams that operate in rapid cycles and focus on creating value for their stakeholders. This new model focuses on a powerful aspiration: creating sustainable, inclusive growth. Organizations such as Allianz, Haier, Microsoft, and Nucor are transforming their industries with a new organizational approach that seeks to be open, fluid, and adaptable unleashes the collective energy, passion, and capabilities of its people reimagines strategy and focuses on delivering greater value to all stakeholders. 1 Several models have emerged to describe this new kind of thriving organization, such as modern enterprise, enterprise agility, and organizing for the future (within McKinsey) Laloux’s teal organization ( Reinventing Organizations) Hamel and Zanini’s Humanocracy Mackey and Sisodia’s Conscious Capitalism and Denning’s The Age of Agile. We believe this new approach is at a tipping point where more and more companies will join the pioneers who are already riding this wave. In its place, a new form of organization and management has been slowly emerging. Many organizations have recently decided that this approach is ill-suited to today’s complex challenges, and especially ill-suited to the host of societal demands companies must now consider. They were geared toward preserving stability, scale, and predictability with a focus on maximizing earnings for shareholders, and they paid little attention to the broader-often unintended-impact of their actions. The answer to those questions can’t be divorced from the answer to another one: What does an organization that thrives during such unstable times look like? For decades, organizations were designed and managed for an industrial environment. How should leaders navigate this moment? What does leadership look like in an era where turbulence and disruption are the norm? How we live and work is being constantly reinvented by advances in technology and the emergence of generations who were “born digital.” Globalization and geopolitics are shifting the world’s tectonic plates. The climate crisis, global health challenges, and changes in social values are upending individual priorities. We are living through an era of unprecedented challenges and opportunities.
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