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The Fundamentals of Leadership Still Haven't Changed

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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The Fundamentals of Leadership Still Haven't Changed

The Fundamentals of Leadership Still Haven't Changed

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

hbr.org

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Key Ideas

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.

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

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The most important trait

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Leadership Development

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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

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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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4 kinds of behavior

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Leo Tolstoy

“Everyone thinks of changing the world, but no one thinks of changing himself.”

Leo Tolstoy
About change

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A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.

Looking both ways

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This kind of flexibility is a key principle of agile organizations.

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A performance mindset desires to gain favorable judgments about competence and avoid negative judgements.

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