Dr. Bob Johansen, from the Institute for the Future (2010), has highlighted ten leadership skills for the future, namely the Maker Instinct, Clarity, Dilemma Flipping, Immersive Learning, Bio-empathy, Constructive Depolarization, Quiet Transparency, Rapid Prototyping, Smart Mob Organizing and Commons Creating.
These align well, as they should, with the Four skills identified by the AMA 2010 Critical Skills Survey:
Creativity, Critical Thinking, Communication and Collaboration.
What is missing, to complete the C’s, is Confidence (authentic value, voluntary immersion and transparency) and Context (understanding the Global and Business “big picture” of how and when to implement strategy effectively) .
Leadership Brand Identity
The way we lead is most often a reflection of how we see ourselves. If our self-esteem and confidence is low, or we have an intolerance for those who cannot communicate as well as we can, we are less effective mobilisers of talent or activators of potential. Dave Ulrich an Norm Smallwood introduced the concept of the “leadership brand” - the values, identity and reputation of leaders prevalent in an organisation. This brand is expressed in teams, and needs to be authentically aligned with the individual leader’s brand.
Focused People is serious about developing current and next generation leaders. This requires both an inside-out and an outside-in approach. Self-mastery – authentic identity, emotional intelligence and vision achievement – is critical, if we are to move from our current reality to our desired future without shipwrecking our career. Likewise, contextual intelligence (understanding the social, cultural, political and market / business factors affecting our decisions and delivery) plays an ever-increasing role in leader effectiveness.
Our bespoke leadership development process brings together both outside-in and inside-out leadership development, enabling ownership, effective brand identity and sustainable succession. Using up-to-date diagnosis, linked to your unique value proposition, we align appropriate competencies and profiles with development for the New World of Work. Interactive workshops, Simulations, External Assignments, Mentoring and Coaching are just some of the methods we encourage leaders to use, to maximise their contribution within an organisation.
Researchers Hogan and Hogan (2001) found that between 50 and 75% of leaders are not performing well. More and more are fired for this – or “redeployed” – and the length of time a leader stays at the helm has declined rapidly.
“Leadership failure is primarily a behavioural issue. Leaders fail because of who they are and how they act, particularly when they are under stress.”
Ronald Burke, Schulich School of Business (IJM, 2006)
Effective leaders will be aware of the (11) behaviours that derail once-successful executives and will surround themselves with those who will give them accurate feedback on their character and its impact. Those we lead today are likely to be mobile, connected and career-focused. We also need them to be competent, remain engaged and collaborate, if they are to remain an asset. The so-called “new world of work” encourages trust and innovation and minimises the fear of failure. This requires leaders who are secure, confident and able to inspire high levels of commitment. They will always be refining their career capital.
Hylton and the Focused Associates are available to equip your organisation with the necessary 21st Century skills, and improve ROI through productivity, innovation, customer retention and leadership brand equity.
An integrated The “War Inside” Personal Leadership process, The War Inside enables leaders to keep their core central, yet know how to deal with the complexities of 21st Century business. It includes Leadership Assessments, Coaching, a two-day interactive workshop and follow-up team coaching. The process is both an “inside-out” and an “outside-in” approach.
Outcomes: Increased efficacy, applied Emotional Intelligence and critical thinking, as well a platform for team collaboration and brand management. The process increases self-esteem through enhancing leadership identity and the best utilisation of energy.
Working with a level of (Drotter’s) Leadership Pipeline, this process addresses self-mastery, important to mobilise leaders to move from current reality to the desired future without shipwrecking careers, and contextual intelligence. A collaborative, feedback-rich workplace, this intervention is aimed at middle to senior managers. Multiple processes exist, customised according to seniority (with more authority and a more strategic role).
* The 6 C’s are drawn from research by the AMA, IFTF, Jim Collins(2001, 2011), Pfeffer and Sutton (2000,2006), Matthew Fairholm (2004), Walsh and Gordon (2008) and the life work of the late Brian Wegerle and Sean Page.