Leadership

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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When ego takes a back seat

“Top leaders have been better at getting to the top than actually leading successfully when they get there. We need to move beyond the hero and celebrity leader phenomenon and identify and develop leaders that are going to be excellent when they get to the top.” In an interview with The Smart Manager, John Knights talks about the core idea of his book Leading Beyond The Ego, and explains why adopting a style beyond the traditional is more suitable in a world of continuous transformation.

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bare essence

The journey from middle manager to CEO is a more complex one than from trainee to middle management. There are greater conflicts and greater competition; as a result, the corporate pyramid tapers and a Darwinian process of selection and survival sets in. Here are nine signposts that one should follow to reach the top of the pyramid.

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