This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
When it comes to courageous leadership, the image that often comes to mind is of a leader who is not just assertive in the face of uncertainty, but who also exudes a sense of fearlessness regarding the situation before them. Unfortunately, when it comes to courage in leadership, we often have a wrong impression of what that means.
As I work with organizations preparing for the new year, one of the most common topics of discussion is what it takes to set a strategic course through times of uncertainty. In part, this requires acknowledgment that the operating landscape is a dynamic environment in continuouschange.
And with the current uncertainties over whether the world is about to enter a double-dip recession, it’s unlikely that we’ll see some form of an employee exodus from these organizations where poor working environments continue to persist, if not worsen over time.
Tanveer Naseer , from Tanveer Naseer Leadership , says “In the current climate of prevailing uncertainties and continualchange, one competency today''s leaders need to develop is how to deal with failure and in particular, how to help their employees to use them as teachable moments to gain a better understanding of the current realities.
A rapidly changing work culture takes creative, innovative and adaptable leaders. Leaders must learn to stretch ourselves as the demands upon us continuallychange. It’s mandatory just to keep up with the pace of change. Move forward on something with uncertainty. It’s not an option these days.
“The challenge for leaders now is controlling that change so that it doesn’t control them.” The Covid pandemic accentuated these trends and turbocharged the speed of change to levels previously unthinkable.
“The challenge for leaders now is controlling that change so that it doesn’t control them.”. The Covid pandemic accentuated these trends and turbocharged the speed of change to levels previously unthinkable. Shaping organizational cultures that support continuouschange.
This might involve training managers on how to effectively lead their teams through the transition, upskilling employees on new technologies or processes, or providing resources to help individuals adapt to changes in their roles or work environments.
I DEAS shared have the power to expand perspectives, change thinking, and move lives. Matt Higgins on why you need to go all in: “Backup plans can make you feel safer and help you cope with uncertainty, but they also reduce the likelihood that your primary goal will ever be achieved.
It's against human nature to react favorably to the disruption of process change. Continuous improvement means continuouschange, and change takes people out of their comfort zone. How have you seen people react to changes in their work? The typical reaction is resistance. And there is a culture of no blame.
These organizations are facing a legion of issues that include the need to become more global, the need to simultaneously become more frugal and more innovative, the need to manage new and different stakeholders, and the need to cope with political uncertainty, energy issues, and other factors over which they have no control.
Recently I directed a three-year change intervention in which the top 360 leaders of one company (including the board) attended a leadership development program in 10 waves of participants, with 36 leaders in each.
.” People who are willing to uproot their lives in search of something better are the types of people who are determined to make change happen themselves. To migrate to a new country also takes a high level of confidence in one’s ability to change and a high level of tolerance for uncertainty.
Seers, prophets, and fortune-tellers of all sorts have responded to — and preyed upon — the primal desire we have to reduce the uncertainty of what lies ahead. We see how Peter Drucker’s thought leadership continues to guide leaders and organizations. I predict a year of unpredictable events.
Too many executives are still measured and rewarded for functional leadership and not for an integrated view of how strategy, structure, processes, culture, rewards, and information flows define how a business operates and continuouslychanges.
Said he: The fact is, you can look at information in real time, and you can make minute adjustments, and you can build a closed-loop system, where you continuouslychange and adjust, and you make no mistakes, because you're picking up signals all the time, and you can adjust. be replaced with a computer program.
Said he: The fact is, you can look at information in real time, and you can make minute adjustments, and you can build a closed-loop system, where you continuouslychange and adjust, and you make no mistakes, because you're picking up signals all the time, and you can adjust. be replaced with a computer program.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content