Please enable JavaScript.
Coggle requires JavaScript to display documents.
New leadership for a new era of thriving organizations - Coggle Diagram
New leadership for a new era of thriving organizations
Reimagining leadership: Five critical shifts
What we focus on: Beyond profit to impact
Today’s organizations must seek to maximize value and impact for all stakeholders, including contributing to society and a healthy planet.
Leaders must evolve beyond
being managers to become visionaries
From a
leadership perspective, this requires the following components:
Aligning people on a clear and shared purpose and aspiration
Defining the value to be created for all stakeholders, as measured by key operating and financial metrics
Contributing positively to wider society and the natural environment
Are you thinking boldly enough?
How we show up: Beyond expectations to wholeness
What version of yourself do you bring to work?
Moving toward deeper personal authenticity is a necessary evolution for today’s leaders
Today’s leaders must move beyond their identity as professionals and show up as humans
recognizing and acknowledging the deeper inner essence of
others
being unafraid to reveal one’s own essence, even the quirky bits
the intent is to move beyond task-driven and transactional relationships by taking the time to get
to know one another and connect at a human level
If we can evolve, we can move beyond a state where fear limits beliefs and mindsets to one where people can tap into their deepest characteristics
What can enable this shift?
Expanding awareness and consciousness—the inner state, external context, and whole-system perspective
Developing greater emotional regulation, choice of response, and adaptation to new situations
Practicing well-being as a skill—physical, emotional, mental, and spiritual
Are you following hopes and fears to have a voice?
How we organize: Beyond command to collaboration
Leaders should evolve beyond being directors to being catalysts
this evolved approach cultivates trust, respect, and compassion
requires letting go of the power that comes with positional authority to embrace a stance of openness
enables human connection within teams and across
formal hierarchies
What can help drive the shift?
Encouraging and empowering people in small self-regulating entrepreneurial teams
Fostering horizontal transparency and collaboration throughout the network and beyond
Moving from a hierarchy of individual leaders to networks of leadership teams
Do you have teams of leaders or networks of leadership teams?
How we get work done: Beyond control to evolution
By accelerating change and allowing for positive surprises and innovations to flourish, companies consistently outperform those that focus instead on always trying to deliver the “perfect” plan.
Go beyond being controllers with a mindset of certainty to becoming coaches who operate with a mindset of discovery and foster continual rapid exploration, execution, and learning
Leaders and leadership teams can learn how
to set and work towards outcomes rather than traditional key performance indicators
to foster rapid experimentation and learn from both
successes and setbacks
to foster rapid experimentation and learn from both
successes and setbacks
The leadership practices enabling this shift include the following
operating in short cycles of decision, action, and learning
regularly reprioritizing the portfolio of initiatives to simultaneously execute today’s
business, cocreate tomorrow’s business, and let go of yesterday’s business
engaging and leading people, helping them understand—and be excited by—the fact
that there will be ongoing significant change
Are you helping people experiment and learn?
How we create value: Beyond competition to cocreation
Organizations must move well beyond a focus on competitive advantage
Companies must create new levels of value for customers and other stakeholders by reimagining their business models and industry ecosystems
Leaders evolve beyond being planners operating to becoming architects who shape new business models and systems
a sea change in the primary focus and content of their work, from tactical optimization and execution to deep strategic thinking, exploration, and social connection
The leadership
practices that make up this shift include the following
generating a strong and stable platform of core competencies that drive value
delivering value by applying these core competencies to a continually evolving business
portfolio, both organically and through systematic merger and acquisition activity
amplifying value through creative partnerships with suppliers and competitors that shape and grow the organization’s industry ecosystems
Transforming leadership to transform organizations
This typically
requires the involvement of the top-three levels of the organization:
the enterprise leadership team
the leadership teams of the major business and functional units
the leadership teams of primary units within each of the major units
as well as cross-unit governance groups. In large organizations
A leadership transformation program designed to engage and transform the senior leadership of a global enterprise may include the following elements
Initial discovery and design
Immersive introduction
Leadership team journeys
Collective journey
Internal practitioner development