Leadership is a concept shrouded in misconceptions. Timothy J Tobin, author of Peak Leadership Fitness: Elevating Your Leadership Game and Vice President, Franchisee Onboarding and Learning at Choice Hotels International, unveils a clearer picture.
01 leadership is a skill
Leadership by itself is not a skill. It is a collection of skills. This is one reason leadership is so complex. I have worked with and coached many leaders who have been asked to develop their leadership skills. When seeking clarity about what to focus on, responses vary widely and include more tangible skills such as executive presence, strategic vision and planning, motivation, and communication, to name a few. Similarly, in workshops and practice, I have worked with groups of executives on an activity to define leadership. No two definitions are the same, and quite often the definitions within the same organization are quite different. When there are different expectations within the same organization, there may be confusion among the employees on what it means to be a leader. To begin, focus on leadership alignment over leadership development.
In my experience, there are four levels of leadership: technical, interpersonal, personal, and complex process skills. Technical includes knowledge about your domain, your business, and your industry. These are foundational and your depth of knowledge in this area is often a prerequisite for higher levels of leadership. Interpersonal skills include collaboration, conflict management, and emotional intelligence. These reflect your ability to work across organizational boundaries and with different points of view. Personal skills include executive presence, public speaking, project management, and time management. It is described as how you are showing up as a leader. Lastly, complex process skills include strategic acumen, managing change, problem solving and motivating and developing the team.
02 leadership is about you
In truth, leadership is about those you lead. It is not about everyone falling in line and adjusting to your style. Within reason, you must understand and adapt to your team’s needs and preferences.
この記事は The Smart Manager の March - April 2019 版に掲載されています。
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この記事は The Smart Manager の March - April 2019 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
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Building A Quality Culture
A strong company culture defined by its values, beliefs, and behaviors, has a profound impact on its products and services. More so in today’s VUCA world, where to stay relevant and maintain a competitive edge, it is critical for organizations to build a culture that focuses on quality. Suresh Lulla, author of Quality Fables, elucidates through significant examples how creating a culture of quality is imperative to driving success and productivity.
Customers For Life
The history of General Motors in India can be traced back to the 1920s, when it became the first automotive company to set up an assembly plant in the country. The relationship since then has not been as fruitful as GM would have hoped. GM’s flagship brand, Chevrolet, was introduced in India to build upon the success of the popular Opel marque. However, success has been fleeting at best—an issue that GM India is determined to rectify. It aims to do so by adopting a two-pronged approach: using customer feedback to influence product development, and delivering a superior sales-to-service experience.
The Digital Shift
… technology will radically disrupt HR in the near future. Indeed, it is already changing the way HR works and the role it plays and opening the door to a new type of “digital HR” function.1 The rise of digital and social media is changing the dynamics of HR and creating new ways of hiring, engaging, and retaining employees.
The Story Of Telling
“The best brands are built on great stories,”* this remark by Ian Rowden best captures the strategy of diligent brand building. Much more than attractive logos or the products themselves, what builds a brand is how successfully a story is woven around it. Brand marketers have to be good storytellers indeed.
Complexity Is Simpler Than You Think
Kay Kendall and Glenn Bodinson, authors of Leading the Malcolm Baldrige Way, shatter myths about excellence models such as Baldrige and EFQM.
Proponents of Isolation Never Become Victors
Multilateralism in the political and economic space has always led to frameworks that favor the mighty. WTO was no exception. With agriculture kept out of its purview, it could never become a truly fair and free trading system. China was the only large emerging economy that exploited relative openness in low-cost manufactured goods to take full advantage of the system. Other emerging economies could at best garner minor gains.
A History Lesson (From Year One) for Trump and the Brexit Crowd: Isolationism Has Never Worked!
Professor Stephane Garelli on growing isolationism.
A Win-Win Game
Business is not a sport where some stakeholder has to lose or fare badly for others to do well. Building an atmosphere of trust and transparency between all stakeholders will help companies retain them even during adverse times.
A Sustainable Model
With a total market value of $4.3 trillion and an employment base of at least 1.3 million direct employees and millions of others indirectly employed, platforms have become an important economic force.*Companies today are constantly looking for ways to build platforms—Infosys Ltd announced its plans of monetizing its platforms to make them a $2 billion business by March 2021. But are all platform businesses successful?
Custom Made
…three in four consumers said they receive too many emails from brands, and one-fifth said they could not handle the current volume…69 per cent have ‘unfollowed’ brands on social media, closed their accounts or cancelled subscriptions.*In these times, when the market is flooded with products and services, the most efficent way to engage customers is to offer them customized content. To achieve this, brands need to focus on observing the nuances of individual preferences.
