A high level of self awareness is at the heart of the future of great leadership, according to fifteen members of the Chartered Management Institute in Bath. You also need to maximise your personal attributes as well as your technical and managerial skills, to underpin a high level of competence in leadership and soft skills. These were the conclusions from a creative problem solving seminar looking at “What will great leaders be like in 2018? “ run by Paul Maisey of Buffin Leadership International.
Top Tips include
Self Awareness
- Commit to and undertake lifelong learning
- Be true to your strengths
- Celebrate culturally diverse thinking and practices
Leadership Skills
- Have and clearly communicate a compelling vision
- Be adaptable and responsive
- Support your colleagues and customers with effective coaching
Soft Skills
- Be approachable and willing to listen
- Use your ( and others ) imagination to innovate
- Include differing views and perspectives in decision making
Managerial Skills
- Have a strategic overview of direction
- Be an effective delegator
- Use Networking to ensure knowledge & skills up to date
Technical Skills
- Be numerate and understand the profit/loss equation
- Use Information Technology to maximum advantage
- Have the ability to manage a “ virtual “ team
Personal attributes
- Whether from Asia, India , Russia or Europe play to your strengths
- Male or Female appreciate other perspectives
- Use your beliefs and values to drive change
The eighteen top tips above represent a summary of over 70 attributes required of a future leader. Each leader and each company will use them in the way most appropriate to their circumstances and industries.
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Showing posts with label future. Show all posts
Showing posts with label future. Show all posts
Thursday, 27 November 2008
Thursday, 16 October 2008
Leadership Futures
Last week I attended the Chartered Management Institutes Annual Convention. One of the key strands was leadership now – how should we adapt to difficult times – and leadership in 2018 – what challenges will we face?
Below I’ve summarised my thoughts on the issues discussed – what do you think?
1. Leadership in a “downturn “
- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes
2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk
Below I’ve summarised my thoughts on the issues discussed – what do you think?
1. Leadership in a “downturn “
- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes
2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk
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