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There is no one skill that makes someone a great leader. Leadership calls for a collection of skills across a broad spectrum. What makes leadership so complex is that the mix of skills that constitutes great leadership may vary by role and organizations.
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Leadership is not a skill. Having worked in multiple leadership development roles, I came to this realization as a result of many requests to help people develop their leadership skills.
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It is no secret that companies worldwide are at an inflection point of transformation. These transformative journeys require vision, leadership and people to assimilate the technology changes.
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There are probably as many ideas and opinions about leadership as there are truly great leaders, which is to say, there are a lot.
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Leadership has amazing diversity. It seems as if two leaders can be almost polar opposites in their leadership approach and both be equally successful. We could conclude that there are no common factors to leadership success at all if we simply observe the public personas.
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Culture is a common buzzword these days. Many articles tout the importance of a good culture. There are even awards that celebrate companies where employees love to work. Experts talk about defining, transforming, and fixing your culture.
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Growth. All businesses and professionals should desire it and most certainly need it. But achieving and sustaining growth in today’s uber-complex environment—whether corporate, entrepreneurial or personal career growth—takes multifaceted vision, ingenuity and agility. Indeed, a lack of growth in business speaks volumes.
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One reason companies have focused on diversity, as opposed to inclusion, is because it is easy to measure diversity—it is simply a matter of headcount. Traditionally, trying to quantify feelings of inclusion was difficult for organizations to measure.
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Most of us spend the majority of our time at the office or actively working inside or as part of a human work system. Whether we are conscious to it or not, the corporate culture of an organization can make or break how we feel about the organization and our place in it.
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