It’s an organization’s North Star that enables agility in times of change and transformation. We all know that in today’s business world it’s essential to stay flexible and be agile. Here is a portion of Jan Bruce’s take on the importance of a clear sense of purpose in enabling agility. Jan is the CEO and co-founder of meQuilibrium, the only human capital management platform based on the science of resilience, writing here for Forbes.
Andrew Fayad is the CEO of eLearning Mind, a creative agency focused on designing custom multimedia and digital learning experiences. Here he is writing for Inc exploring a ‘Modern leadership Philosophy’ that creates a culture of commitment. Not surprisingly, we heartily agree!
It goes without saying that lessons learned on the battlefield serve as poignant examples for leadership in action; after all, people’s lives are at stake. So without further ado, here are five powerful lessons that will change the way you view leadership forever. The leader is ultimately responsible for the success or failure of the team
Lack of engagement in the workplace and failure to get the most from our people isn’t a result of lack of awareness. Various surveys and polls indicate that 80 – 90% of organizational leaders recognize that lack of engagement is preventing them from getting the most from their people. This failure to maximize human potential is costing businesses money and productivity.
When people hear the title of CEO, those three letters that command respect, they tend to imagine a relentless titan on a quest for entrepreneurial greatness. What comes to mind is the fiery temperament of a visionary like Steve Jobs, or the competitive drive of a leader like Travis Kalanick. Instead, they shared more traditional qualities, such as a strong sense of self-awareness, prioritization skills and, most of all, a willingness to listen and hear new ideas from their fellow leaders.
“My job is to do what I am told for eight hours a day so I can get a check.” The second person replied, “My job is to crush rocks.” The third person said, “My job is to build a cathedral.”
Heineken Mexico CEO, Dolf van den Brink, estimates that the company is saving several million dollars a year by selling their used paper bottle labels to paper companies to make napkins and tissues.
Just as there are universal principles that determine what works and what doesn’t work in a business, the same can be said about leadership.
At the end of the day, leaders in any environment are either effective or ineffective. They are either driving the team forward to accomplish the mission or they are falling short.
Most companies have leaders with the strong operational skills needed to maintain the status quo. Fortunately, companies can build the capacity for strategic leadership.