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Decoding leadership: What really matters

https://www.mckinsey.com/featured-insights/leadership/decoding-leadership-what-really-matters#

mckinsey.com

Decoding leadership: What really matters
Telling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90 percent of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue their organizations face.

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4 kinds of behavior

4 kinds of behavior

... account for 89 percent of leadership effectiveness:

  • Solving problems effectively;
  • Operating with a strong results orientation;
  • Seeking different perspectives;
  • Supporting others.

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Effective problem solving

Effective problem solving

Problem-solving - when information is gathered, analyzed, and considered. 

Difficult to get right, yet this process is a key input into decision making, for both major issues and daily ones.

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Results orientation

Results orientation
Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. 

Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

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Seeking different perspectives

Seeking different perspectives

Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.

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Supportive leaders

Supportive leaders

By showing a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. 

They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict.

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SIMILAR ARTICLES & IDEAS:

Leadership Development

Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...

Overlooking context

Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.

An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.

Separate reflection from real work

Companies face a challenge when it comes to planning the program's curriculum.  Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing. 

The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.

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“The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is gu..."

Mark Zuckerberg, CEO of Facebook

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.

Curiosity leads us to generate alternatives

Curiosity leads us to generate alternatives

When our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are ...

Curiosity and innovation

Encouraging people to be curious generates workplace improvements.

When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.

Reduced group conflict

Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.

Thus, conflicts are less heated, and groups achieve better results.