The Fundamentals of Leadership Still Haven't Changed - Deepstash

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The Fundamentals of Leadership Still Haven't Changed

https://hbr.org/2018/11/the-fundamentals-of-leadership-still-havent-changed

hbr.org

The Fundamentals of Leadership Still Haven't Changed
Executive Summary The leadership development industry is thriving and there are a lot of new and interest ideas being put forward. But despite many changes in our context-as organizations have become more democratic and networked, for example-in its fundamentals leadership has not changed over the years.

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Same fundamentals

Same fundamentals

The leadership development industry is thriving. There are many new and exciting ideas with hundreds of books written about leadership every year.

But even though organizations have become more democratic and networked, the fundamentals of leadership has not changed over the years. It is still about mobilizing people around common goals to achieve a specific impact.

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Classic leadership practices

The best leaders with the most impact almost always use six classic fundamental practices:

  • Uniting people around an exciting, aspirational vision;
  • Building a strategy for achieving the vision by making choices about what to do and what not to do;
  • Drawing and developing the best possible talent to implement the strategy;
  • Relentlessly focusing on results in the context of the strategy;
  • Creating ongoing innovation that will help reinvent the vision and strategy;
  • Growing yourself so that you can most effectively lead others.

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Skills Needed In Digital Leaders

  • Work together, complement each other, and function as a team.
  • Able to operate on and enable environments that are more dynamic, team-centric, and connected.
  • Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
  • Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
  • Understand how different business functions, industries, and technologies come together to form solutions.
  • Comfortable and competent with risk-taking.

Demographics And Leadership Destiny

Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies. 

Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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Feeling included in organizations

Feeling included in organizations

What leaders say and will contribute up to 70 % to whether an individual will feeling included. 

The more people feel included, the more they speak up, go the extra mile, and collabor...

Traits inclusive-leaders share

  • They articulate an authentic commitment to diversity, challenge the status quo, hold others accountable, and make diversity and inclusion a personal priority.
  • They are modest about capabilities, admit mistakes, and create the space for others to contribute.
  • They show awareness of personal blind spots, as well as flaws in the system.
  • They demonstrate an open mindset and deep curiosity about others.
  • They are attentive to others’ cultures and adapt as required.
  • They empower others and focus on team cohesion.

The most important trait

If a leader wants to know what is the most important trait, commitment is the most critical.
For those working around a leader, the single most important trait is a leader's visible awareness of bias - a leader that constantly challenges their own bias and encourage others to note their pre-conceived leanings. Raters also care about humility and empathy.

The Conscience of an Organization

Certain organizations have the capacity to transform themselves, if the leader who is in charge, has the vision and the will for it.

It's not very often that short-term profitability and a se...

The Power of One

A leader with clarity of conscience and a readiness to speak up can make a difference, and contribute to the greater good of humanity.

Cultural change can be made possible even if a middle-level or lower-level manager puts together a radical vision and gathers momentum from his peers.

Sequential skill development

Taking challenges continuously, big or small, contributes to your 'challenge taking' skill-building, preparing you for bigger milestones in the future.

The skills that are built, eventually operate in different areas, sometimes in unplanned and unanticipated situations.