By Ross Tsakas
“Commitment is what transforms a promise into a reality,” according to a famous quote by Abraham Lincoln.
I would contend that leadership is, in fact, comprised of a series of small promises converted into reality. Along the way, these small promises generate faith and trust in a leader’s ability to not only promise wonderful things but also deliver on those promises. Great leaders are then idealized as the faultless heroes who steadfastly strode forth and never looked back — but is that indeed the whole truth?
I can’t confidently state whether it is. All I can share is my own experience of being a leader and what I encountered along the way. My experience as a leader began when I formed my first venture, Eulysis. I had discovered a technology, the Single Vial System, to deliver twice as many medicines at half the cost worldwide. Along the continuum from inception to completion, I was fortunate to gain support from the World Health Organization, Bill & Melinda Gates Foundation, Royal Society of Edinburgh, and HRH Prince Charles. I also led an international team of public and private partners across three continents. Continue reading
By Tuck Rickards and Rhys Grossman
When the term digital transformation was first bandied about by consultants and business publications, its implications were more about keeping up and catching up than true transformation. Additionally, at first it was only applied to large, traditional organizations struggling, or experimenting, in an increasingly digital economy. But true digital transformation requires so much more. As evidenced by the recent Amazon acquisition of Whole Foods, we’re living in a new world.
Early transformation efforts were focused on initiatives: e-commerce, sensors/internet of things, applications, client and customer experience, and so on. Increasingly, our clients are coming to us as they realize that in order for these disparate initiatives to thrive, they need to undergo an end-to-end transformation, the success of which demands dramatic operational, structural, and cultural shifts. Continue reading
By Marcel Schwantes
If you think your boss is some freak of nature and you’re the luckiest person alive, I’ll break it to you gently: He or she is human and will make mistakes.
The great ones rise up from their errors by A) acknowledging they made a mistake and correcting a behavior (think humility), or B) acknowledging a blind spot that needs to be addressed, then doing something about it.
Lets dive into a few prevalent leadership mistakes that even the best and smartest leaders tend to make.
1. The mistake of not giving employees a listening ear.
I recently wrote about the powerful business practice of “stay interviews.” Unlike the exit interview, this concept is predicated on listening to employees’ feedback to get fresh insight into improving the work environment that will help retain those valued employees today–not after they have emotionally disconnected and turned in their resignations. Leaders who check hubris at the door and listen authentically in this manner build trust, but even the smartest of leaders have this blind spot where they don’t leverage active listening skills to build and support culture. The message coming across to employees is that they’re not seen as important and part of the family — a critical mistake even for the brightest leaders. Continue reading
By Lisa Sterling
Developing effective and empowered leaders is one of the most important things an organization can do to ensure the successful accomplishment of its goals, whatever they may be.
That’s because leadership influences nearly all aspects of a business, such as the selection, engagement, and retention of talent, customer loyalty, and overall brand perception and influence. Yet despite its importance, many companies seem to struggle with leadership development.
Perhaps the biggest reason for that struggle is the new and varied set of behaviors and skills today’s leaders need to be effective. One of the worst mistakes any organization can make is to base its promotions or leadership decisions on tenure. Simply being a long-serving veteran of the organization or a star individual performer does not automatically make someone a candidate for leadership or demonstrate they have the necessary commitment to the role, the team or the company.
In today’s ever-evolving and increasingly complex environment, effective leaders must be able to guide staff through moments of uncertainty, be a trusted source for honest and open communication, and encourage and inspire their teams to take risks without fear of failure. As Deloitte notes in its 2017 Global Human Capital Trends report, leadership is increasingly about the challenges leaders face rather than the “art” of leadership. And those challenges are many. Continue reading