Leadership
ethical by example
The line between right and wrong is never static, subtly shifting in today’s VUCA landscape. In these ethically challenging times, leaders have to serve as the moral compass for their organization. A robust code of ethics is vital for the
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shaping the best mould
The UN Global Compact asks companies to first do business responsibly and then pursue opportunities to solve societal challenges through business innovation and collaboration.* This could demand a repurposing of the business in alignment with the SDG goals—a task only
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ripple effect
Culture is a construct that defies any clear definition—it is a combination of factors that go into its making. But who creates this fabric that holds the threads together? Invariably those at the helm, the role models who build cultures
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the ‘talentsumers’ are here
Technology has reshaped the world of work to a great extent and more is coming for sure. Simultaneously, the workforce too has evolved in ways unforeseen. Employees are increasingly assuming the character of consumers, placing high expectations—purpose, development, fun, and
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reshape the mould
As in many other spheres of organizational functioning, the VUCA reality demands drastic shifts in leadership behavior too. The traditional way of developing leaders alone would not suit the new context. It has to be combined judiciously with ways of
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culture connect
In an article published in The CEO Magazine, author Tim Nelson writes, “Business leaders need to move from thinking about their organisation’s success solely in terms of their financial performance to thinking culturally about organisations and all the elements that contribute to performance. Culture must lose its ‘soft’ status and be treated as a ‘hard’ issue, because its strength and sustainability is reflected in every performance measure.”1 Leaders should identify those elements within the organization’s cultural context that can drive change and help take others along, in a seamless manner.
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the other side of the desk
As per an ADP Research Institute® (ADP RI) report, poor relationship with the direct manager is one of the most common reasons for an employee to quit his job.* This scenario can change if the manager puts himself in the employee’s shoes and leads with empathy.
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Be a change leader
In an interview with The Smart Manager, John Knights, author of Leading Beyond The Ego said that adopting a style beyond the traditional is more suitable in a world of continuous transformation.* The hierarchical, managerial, male-dominated, and authoritarian leadership style of the 20th century has to undergo a drastic change as organizations are becoming more democratic, inclusive, employee-centric, and open to feedback from all ‘rungs of the ladder’.
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Not much apart?
Management literature is replete with definitions of and distinctions between ‘leaders’ and ‘managers’—Warren Bennis’ ‘managers do things right; leaders do the right thing’ is perhaps the most-quoted line. Leadership and management undoubtedly entail different tasks, but there are pronounced areas of overlap too; and ‘we sometimes lead and we sometimes manage’. Binney, Glanfield, and Wilke, co-authors of Breaking Free of Bonkers, explain why it is prudent to bind managing and leading in a robust relationship.
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Change your language
Leaders often adopt a flawed approach to ‘time’. It is considered an elusive commodity in their packed schedules, and having control over it is seen as a difficult proposition. Time is undoubtedly limited; so, where should the focus lie for unleashing one’s true potential? How can one get beyond citing time crunch as an excuse for faux pas?
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