Page 9 - Leadershift

ORGANIZATION and LEADERSHIP evolution
FACTS AND FIGURES 9
FROM
TO
SUBORDINATION
COMMANDS LEADERSHIP
CONTROL
SUPPORTED BY EMPLOYEES
TOP-DOWN DECISION MAKING
DIRECTS AND DELEGATES
INFORMATION HOARDING
CONTROLS INFORMATION
RIGID STRUCTURE
CONFORMS TO CONVENTION
younger people are often already familiar with these subjects, which means they are often promoted into leadership more quickly than previous generations had been, doing away with the perception that leadership is linked primarily to experience.
According to McKinsey7 there are three fundamental shifts essential for the new leaders.
The first relates to an ability to ask the right question rather than provide the right answer. This is driven by the need to update skills constantly, by understanding their complexity through the experiences of the people closest to the challenge that needs to be addressed. An ability to pose questions depends on an ability to listen, guide teams by leveraging their critical thinking and coaching rather than commanding people.
The second shift happens when a leader is able to switch from asking for quick and easy solutions to an immediate problem and instead looks for its root causes8. This depends on fostering problem-solving skills in the team and managing their performance in a timely manner.
The third and final shift is about translating organisation’s visions and goals into practical and engaging actions. This depends on the leader’s ability to know how their teams work and how they contribute to the success of the organisation. It means making action meaningful for team members.
EQUALITY
EARNS LEADERSHIP
TRUST
SUPPORT EACH OTHER
DIFFUSED DECISION MAKING
EMPOWERS EVERYONE
TRANSPARENCY
REAPS COLLECTIVE INTELLIGENCE
FLEXIBLE AND DYNAMIC
CHALLENGES CONVENTIONS
This page:
The evolution of organizational design and leadership characteristics.
Data: The future of work, Jacob Morgan, 2014; A New Organizational Design - Revolutionary Structure Model | AEquacy.
Left:
Alternative types of organizational structures that either already exist in today’s business landscape or are starting to emerge as viable options for the future of work.
Data: The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization, 2014.