Julia Ramalho
I help you to reveal your best
while we focus on
opportunities beyond the
uncertainties of the future.
The standard
literature considers a leader someone who focus on and cope with strategic vision, people, processes/resources and results.
When talking
about strategic vision, the
important thing is to look outside the company. To have an idea of where to go,
our North Star. This is a process to design a picture based on pursuing
client’s needs, following what ours competitors and stakeholders are doing, and
understanding how technologies are transforming our business. A leader has to
develop a complex system of information, process and interpretation, creativity
and critical thinking – in other words, a leader has to possess higher cognitive skills.
By people, meaning how to nourish relationships and communication
with team, peers and our direct leader or Board of directors. It is about dealing
with relationships both inside and outside the company. Outside the company
there are government, competitors, partners and clients. Inside there are team,
peers, and leaders. It is about social
and emotional skills, the soft skills. These skills can involve more
specific abilities such as: advanced communication and negotiation, conflict
resolution, accountability, networking and interpersonal skills, empathy, time
management, leadership, coaching and
managing others, entrepreneurship and initiative-taking, adaptability and
continuous learning, teaching and training others.
By processes/resources, involve the hard skills of leadership. It is about the technical skills of
controlling working processes regarding planning, monitoring and evaluating
metrics, budgeting, scheduling, managing and controlling risks, delegating and allocating
resources (cost and investment).
Regarding results, a lot of leaders think it is
something manageable by itself. Yet when we talk about results we are talking
about outcomes. What the word means, it is more a consequence of a good
management of people and processes/resources then something manageable by itself.
Results are related a lot more to a feedback to check whether you are doing
well rather than anything else.
In such a
way, it is of great importance to consider leadership
itself a skill that involves all of these hard, social and emotional, and
higher cognitive skills discussed previously. So, handling people is all about leading
through values and purpose to create a meaningful job and motivating them to achieve
results.
Moreover, leading
and managing people requires from a leader the ability to deal with a technical
part of management too, otherwise you will not achieve results.
However, skills
are not everything leaders have to handle to succeed. There is something, most of the time people
are not aware of, which impacts a lot on the art of leadership. The first one,
it is about values and time allocation on the leader level. The second one, it
is about managing the cultural values and communicate the purpose of the organization
clearly.
Many
organizations and leaders underestimate the impact of values on management.
Values determine how you deal with people, processes and resources. They can be
manifested unconsciously and yet be able to guide your actions and how you
manage your time. Values impact on how
your mindset is formed, since values are built from your experience, education
and cultural background. For example, if you do not allocate time to listen to
your team, probably you don't value relationships (people). Probably, you are a
leader focusing a lot on results and numbers to achieve outcomes. So, if you do
not prioritize time to be in touch with your team, you do not value people
expectations and needs to reach outcomes.
Leaders are
not good in all skills, such as emotional, social, higher cognitive and hard
ones. Each leader has a story, experience, education and family references,
which shape their mindset. So, leaders work with priorities aligned with their
own mindset framed by values and allocate time in accordance with that. By the
end of the day, values guide behaviors and management focus.
Ram Charan,
an international consultant, bestseller author and famous professor focus on
how abilities, time allocation and professional values have to change while leadership
becomes more strategic. Most leaders think they can still manage things they
had done on a former position when they are promoted to a more complex level of
leadership. They think they can only add new tasks and perform on the new
managing position. This is not possible. For more complex management we have to
trade-off some tasks, values and how to allocate time in more strategic way.
These hidden aspects of leadership – mindset and values - are the most
important things to understand why some leaders are able to continue moving
ahead on theirs careers, motivating a team, and overcoming their performance.
Leaders
have to deal with cultural values and purpose in an organization level too. At
that level, most of the time, it is also an unconscious thing to people in a
company. The cultural subject has been neglected for many years in the business
science literature as discussed in my MBA dissertation “The importance of
culture on implementing strategic planning”(1999).
Addressing
organizations values and purpose is the ability to help people to find meaning
at work or why to do business with you. Dealing with the objective to
communicate values and purpose managers are able to engage people inside and
outside the company. Clear organizational values and purpose boost transparency
and trust on how leaders manage the company and why it exists.
Is
important to notice that corporate values will impact leadership only if
managers are in accordance and align with them. Otherwise, corporate values
will be just a sing on the wall.
Where do
your strengths lay? Do you focus on higher cognitive skills, on soft skills or
on hard skills? How do you manage time? What do you prioritize? What do you
value?
A complete
leader, with all the skills, certainly, does not exist! A good leader is someone who takes the
responsibility to be a better leader each day!
To become a
better leader is important to focus on these three levels. On the strategic
level, understand the 4th Industrial revolution and how it is
remodeling markets; client’s needs, society and your business. It is always
important to reassess your North Star and vision. On an individual level, do
assess your skills and take time to develop them, understand how you allocate
time and discover which your values are, what is important for you. On
organizational level, get to know your organization values, purpose and vision.
Checks if they are aligned with your own values in other to behave
consistently, then focus on how to communicate that to your team and your
clients. Doing that, you will probably excel your leadership ability.
THE
DIGITAL ERA AND THE IMPACT ON BUSINESS
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