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A CONTEMPORARY VIEW OF LEADERSHIP | peoplesculptors.com

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The contemporary leaders have to be mindful of two big changes in the world that we live in and need to build them into their repertoire of skills. The first is to do with the changing dimensions and profile of the workforce with the emergence of millennials – the single largest block of people in our work force. Second is the complexity, uncertainty and volatility of the external environment in which we live. This is aptly coined in the acronym VUCA (Volatile, Uncertain, Complex and Ambiguous). For More Info:- – PowerPoint PPT presentation

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Title: A CONTEMPORARY VIEW OF LEADERSHIP | peoplesculptors.com


1
People Sculptors
  • A CONTEMPORARY VIEW OF LEADERSHIP

2
A CONTEMPORARY VIEW OF LEADERSHIP
  • Young people need to be asked what matters, not
    told what matters. Jeff Martin.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
3
  • The contemporary leaders have to be mindful
    of two big changes in the world that we live in
    and need to build them into their repertoire of
    skills. The first is to do with the changing
    dimensions and profile of the workforce with the
    emergence of millennial

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
4
  • the single largest block of people in our
    work force. Second is the complexity, uncertainty
    and volatility of the external environment in
    which we live. This is aptly coined in the
    acronym VUCA (Volatile, Uncertain, Complex and
    Ambiguous).

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
5
  • There is a demographic shift being witnessed
    across organizations. The baby boomers and Gen X
    is being replaced by Millennial. Sometimes also
    called, the Gen Y, the Millennial have been
    shaped by the technological revolution that
    occurred in their formative years of growing up. 
    Being connected and tech savvy is in their DNA.
    They have seen their parents the baby boomers
    working hard day and night, which has shaped
    their own views on life style and work-life
    balance.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
6
  • The Leadership skills required to lead these
    youngsters in this VUCA world is a bit different
    from the conventional styles being practiced by
    many managers. Although, it must be said that
    some attributes of Leadership are timeless. They
    will never change.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
7
  • Some of the ingredients of leadership like
    ability to formulate and articulate a compelling
    vision for the organization. There would never be
    a time when we would not require a leader without
    a vision, a person who does not have a clear idea
    of what he or she wants to do- and the strength
    to persist in the face of setbacks, even failures.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
8
  • It is difficult to visualize how anyone can
    lead without passion and hope. Tolstoy said that
    hopes are the dreams of the waking man. Without
    hope we cannot survive, much less progress.
    Similarly without credibility and authenticity, a
    leader would not be trusted.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
9
There are 7 skills that can help leaders thrive
in tomorrows turbulent environment
Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
10
Decision making under uncertainty  
  •  Closely linked to the point above, Leaders
    must increasingly resist the temptation to cope
    with chaos and complexity by trusting their gut.
    At a time of extreme volatility, past experience
    is an unreliable guide to future outcomes.
    Leaders must create cultures of constructive
    scepticism and surround themselves with people
    who bring multiple perspectives and have no fear
    of challenging the boss.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
11
Involvement in decisions and change efforts
  •  Decision-making doesnt have to be limited to
    those in upper management, although most
    executives believe it is. Key decisions affecting
    employees need to be carried out by employees, or
    at least accepted by the workforce, before they
    can be realized. By involving employees in
    assessing a problem, determining possible courses
    of action, and choosing from alternate solutions,
    executives will find that decisions will have a
    greater chance of success because they have the
    full support of all employees

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
12
Open Communication and Quiet Transparency
  •  Younger workers respond more positively when
    they believe that management actually welcomes
    their input. Communicate openly to employees
    about the organizations needs, challenges, and
    successes. The ability to be open and authentic
    about what matters

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
13
  • without being overly self-promoting, is a
    more preferred style. In a fast changing volatile
    world, the days of dependence on just one hero or
    two at the top dictating strategy are well and
    truly over. Leaders would tend to be more
    collaborative with good conceptual and contextual
    skills, perhaps resembling an orchestra conductor
    rather than a commanding army general. If
    authenticity gains the respect and appreciation
    of Millennial, vulnerability amplifies it. Being
    the most educated generation ever, they know that
    we all have the same fears of not being good
    enough and smart enough.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
14
Meaning in Work
  •  Millennial are happiest and most engaged at
    work when they are making a difference. The
    challenge for the organization comes down to
    providing the employees work experience that is
    both valuable and meaning to them as individuals.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
15
Empowerment
  •  Perhaps a bigger challenge is to empower them
    and give them the space to demonstrate their
    capabilities. To many managers used to
    micro-managing this is the biggest shift in mind
    set. The youngsters may still need guidance and
    support in terms of resources. But to keep them
    engaged they would need to be given the
    empowerment and autonomy in their job. And
    lastly, the Millennial need for acknowledgement
    is far more than the previous generations.
    Recognizing and celebrating their achievements
    keeps them engaged.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
16
Provide continual feedback for performance
improvement
  •  Millennial like feedback lots of feedback. In
    the traditional model, employee performance was
    tied directly to compensation, so workers were
    reviewed once a year to determine annual pay
    raises. Millennial are not content to wait 12
    months for feedback about their job performance.
    They want to know where they stand and what they
    can do right away to improve and advance.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
17
  • Although giving ongoing feedback can be
    time-consuming and may seem like a chore, helping
    employees do their best work is, after all, job
    one for every manager. A related point is the
    fact that we live in a world where information is
    easily available and downloadable. Many a
    times, the youngsters may have the information
    and pseudo or superficial knowledge. The
    managers role in this context becomes one of
    coach, who allows them to discover the real world
    wisdom themselves.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
18
See with a microscope and a telescope
  •  Lastly in this fast changing world, leaders
    would need to view the world thru 2 lenses a
    telescope to consider opportunities in the
    future, and a microscope, to scrutinize
    challenges of the moment at intense
    magnification. Most of us are naturally more
    comfortable with one lens we are either
    farsighted or near-sighted but rarely both.
    Leaders must use the telescope to watch for
    long-term trends, dream big dreams, imagine

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
19
  • where a company should be in 5 or 10 years,
    and reallocate resources accordingly. The
    accelerating pace of a technological innovation
    makes this aspect of a leaders role more
    important than ever. It is the ability to make
    things as clear as they can be and communicate
    that clarity. It is the ability to see futures
    that others cannot see, and finally see hope on
    the other side of trouble. The microscope too
    affords a critical perspective.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
20
  • Leaders must focus their organizations to
    challenge conventional wisdom consider the
    implications of unlikely scenarios, and focus on
    pressing issues in minute detail. As
    organizations grow larger and more
    complex, leaders must work harder to stay in
    touch with the frontline and view themselves as
    reality testers.

Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
21
Source - http//www.peoplesculptors.com/blog/a-co
ntemporary-view-of-leadership/
  • Thank You

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