Tuesday, May 30, 2017

The Monthly “Leadership Master” Book Tuning: Inquisitive Leadership May. 2017

Leadership is complex yet simple: Complex in that there are so many traits and characteristics that are considered when evaluating a leader. Simplicity in that the substantial of leadership never changes, it’s all about future and change; direction and dedication; influence and innovation. The purpose of the book: Leadership Master - Five Digital Trends to Leap Leadership Maturity is to convey the vision of digital leadership, share the insight about leadership maturity, and summarize five emergent digital leadership trends Here is the monthly tuning of digital leadership.

                Inquisitive Leadership

“Leadership Master” Book Introduction Chapter IV: Inquisitive Leadership The business and world become over-complex and hyper-dynamic, how can leaders become more comfortable and confident in asking questions rather than giving answers. As in many instances, there is a perception that leaders should be the most experienced people and thus, have all of the answers. That’s a fallacy. Confidence comes from being comfortable in your role as a leader, value collective wisdom, not only provide answers but facilitate solutions. Should inquisitive leadership become a trend in the Digital Era

Three Question to assess a Person’s “Inquisitiveness” ? The world is transforming from personal computing into digital computing, from globalization into globality, from knowledge limitation to information abundance, the answer about yesterday is not as critical as the questions about the future. How to ask the right questions is not only just the raw intelligence to reflect human’s intellectual curiosity, it becomes the new skills need to be sharpened and focused on, to frame and co-solve the common problems and co-create the better world. So how to assess a person’s inquisitiveness and the wisdom of questioning?

An Inquisitive Board: How to Ask the Tough Questions: Generally speaking, Boards have a couple of main functions such as strategy oversight, governance practices, providing advice to executives, and resource provision, etc. So the Board should be knowledge enough to set broad strategic goals. They need to educate themselves by hearing different views about the organization, its environment, and strategic alternatives. Even the majority of BoDs are senior executives, they need to breakdown the “status quo,” present learning agility and show the inquisitiveness to ask the tough and right questions. The board represents the ownership and they really cannot do a good job if they don't have the courage and knowledge to question and challenge and set the broad strategic goals, culture tones, and the digital theme of boardroom itself. As an inquisitive BoD: How do you ask the tough questions

CIO as Chief Inquisitiveness Officer? At the industrial age, managers or leaders seem to be expected to have all answers, now businesses are moving to digital era with "VUCA" characteristics (Volatility, Uncertainty, Complexity and Ambiguity), although there’s mountain of data, and information is only a few clicks away, indeed, in many circumstances, finding an answer to a complex problem takes collective insight and collaborative effort. So, as senior level business executive, can, shall or how CIOs say “I don’t know”? How does someone in the highly visible position such as CIOs say "I don’t know" about key business issue or technology problems without compromising his/her authority, career and influence?.

Are We Entering the Digital Inquisitiveness Era? We are in a time of tremendous change, the dawn of digital age, the path to next level of innovation, also the era of confusion and information overload. Can we participate peacefully, look forward optimistically and engage constructively toward mutual benefit? Are we entering the inquisitiveness era to stimulate imagination momentarily?

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