Efficient Leadership for 21st Century Organisations

Izvor: KiWi

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Trenutačna izmjena od 20:08, 1. lipnja 2013.

Conventional management 

Old-fashioned leadership designs from the 19th and 20th Centuries tended to require losers, efficiency, winners and rigid hierarchies. People felt the requirement to prove they are a lot better than everyone else, to guide. Management was about its abuse and power, loneliness and affectations. In the latter part of the 20th Century, there was a gradual decline in hierarchies that is evermore the situation in the first decade of the 21st Century. 

So just how does this impact business? What does it suggest about control and success in the twenty first Century? Facets of leadership in the 21st Century Eilers - Test Wiki . From our knowledge, successful companies (be they good quality start-ups or businesses trying to find rapid growth), understand new values important to their success. It is out with the old and in with: 

Level structures; 

inclusive management style that involves everybody in the company, not merely senior management; 

Visibility and transparency; 

genuinely equal opportunities, irrespective of race, ethnic origins, religion, sex, sexual orientation, disabilities etc.; 

empowering i.e. committed to empowering each and every person in the staff. 

Enlightened leadership 

21st Century control isn't about bullying and high-handedness or even intellectual or economic virtue. It is about enjoying to strengths, working around or minimising flaws, reliability and not being fazed by difficulties. Most importantly, it is about being directly in communications both internally and externally. 

Effective language 

The new model is about avoiding disempowering language and about can-do mentality. Terms such as Ill make an effort to or I want you to... and other indirect language weaken the communication: trying to accomplish something is preparing for failure, not taking personal responsibility for causing something to occur. Using language that indicates there is another reason for why someone should do something instead of simply that you want them to accomplish it makes people look fragile therefore, requiring someone to do something is certainly rarely traditional and should usually be changed by I want you to complete X please or some similar direct conversation. 

Walking the talk 

Last but not least, control in the 21st Century is all about walking the talk of the business. But, the business first needs to be clear about what it's talking about before it could walk it and then it needs to make sure that it is consistent in anything it does: this is anything from internal relations (with colleagues) to external relations with clients, companies and the public at law. 

Rendering it real 

We think that law may be the stuff of society, the structure behind relationships that sometimes has them work or not. A leader must make sure that all of his/her relationships work. Where the relationships are identified as being very important to the organisation (and we cannot conceive of an organisation where they're perhaps not), special attention has to be paid to ensuring all recorded relationships are in line with the values of the organisation and the model of management. Are your communications right, open, fair and honest? When did you last look at your career contracts, shareholders agreements, terms of business, internet site terms, integrating agreements and purchase contracts? Are they in keeping with who you say you are?