A Company Achieves Uncommon Excellence by bring together Uncommon People for a Common Purpose. (Give Uncommon People a Uncommon Identity)
-Gandi
Today’s turbulent economic macro-environment , multi-center global landscape and overwhelmingly new technologies offer the female executives and leaders unprecedented opportunities and responsibility to make significant positive impact in their organization and even the whole world.
1. Be a Transformational leader than a micro-manager
Innovation is a new way of doing things that results in positive changes.
The statistics from many prestigious academia or media co. (Forbes, Fortune, Harvard Business school, Mckinsey ., etc) has proved the female leaders bring better solid performance for their organizations in the long run.
In this post Great Recession era, though as minority at the whole leadership team, the female executive leaders should standout to standardize the management infrastructure, breakdown the hierarchy and bureaucracy, enhance the corporate governance, take initiative on sustainability, reframe the business model and transform the corporate culture
Not only become the role models for their employees; but also set up a fresh example for their male peers; It’s the historic transformational moment to become an innovative female leaders and make a significant difference.
2. Be a natural magnet than a perfect superwoman
The last thing a competent leader wants is a company consisting of yes people who have identical skills and cooking-cutter thoughts.
Female leaders usually takes much more effort and make more sacrifice than their male peers to climb the ladder, so the nature of “perfection” takes them to the leadership position may not be the unique charisma to make them become the effective leader.
It’s more critical to be a natural magnet to attract the best and diversified talent to work for the organization, rather than you are the best in every perspective. As matter of factor, being a stereotyped superwoman may create a distance or gap between the leader and the team.
3. Be a Game-change strategist than a power player
Our Value are Reflected in Everything we say or Do.
Be a power player is no fault as long as taking advantage of power for good.
Beyond that, the female leaders are the nature strategist as many roles:
--The visionary in your domain and industry;
--The practitioner to exercise the true art of modern management
--the wise mentor and cheerleader to embrace the diversity
--The magnet to attract the best;
--The logic predictor (not necessary a fortune teller though) to prepare the future with scenario planning
--A judge to bring back the common sense and fair value
-A fighter to fight the prejudices or hubris.
-A constructor to reshape, resize or rebuild the corporate ladder..
--A thought leader to voice for those without voice
-A Colorful change agent, a rainbow bridge, and so on…
The tipping point of female leadership in the 21th century:
The more diversified female leader grows, the more organization that will be attracted to the top talent, to help human achieve the full potential and accelerate the new revolution to advance the human society.
Above are some thought after reading the article from HBR:
http://www.businessweek.com/managing/content/oct2010/ca20101012_599532.htm
-Gandi
1. Be a Transformational leader than a micro-manager
Innovation is a new way of doing things that results in positive changes.
The statistics from many prestigious academia or media co. (Forbes, Fortune, Harvard Business school, Mckinsey ., etc) has proved the female leaders bring better solid performance for their organizations in the long run.
In this post Great Recession era, though as minority at the whole leadership team, the female executive leaders should standout to standardize the management infrastructure, breakdown the hierarchy and bureaucracy, enhance the corporate governance, take initiative on sustainability, reframe the business model and transform the corporate culture
Not only become the role models for their employees; but also set up a fresh example for their male peers; It’s the historic transformational moment to become an innovative female leaders and make a significant difference.
2. Be a natural magnet than a perfect superwoman
The last thing a competent leader wants is a company consisting of yes people who have identical skills and cooking-cutter thoughts.
Female leaders usually takes much more effort and make more sacrifice than their male peers to climb the ladder, so the nature of “perfection” takes them to the leadership position may not be the unique charisma to make them become the effective leader.
It’s more critical to be a natural magnet to attract the best and diversified talent to work for the organization, rather than you are the best in every perspective. As matter of factor, being a stereotyped superwoman may create a distance or gap between the leader and the team.
3. Be a Game-change strategist than a power player
Our Value are Reflected in Everything we say or Do.
Be a power player is no fault as long as taking advantage of power for good.
Beyond that, the female leaders are the nature strategist as many roles:
--The visionary in your domain and industry;
--The practitioner to exercise the true art of modern management
--the wise mentor and cheerleader to embrace the diversity
--The magnet to attract the best;
--The logic predictor (not necessary a fortune teller though) to prepare the future with scenario planning
--A judge to bring back the common sense and fair value
-A fighter to fight the prejudices or hubris.
-A constructor to reshape, resize or rebuild the corporate ladder..
--A thought leader to voice for those without voice
-A Colorful change agent, a rainbow bridge, and so on…
The tipping point of female leadership in the 21th century:
The more diversified female leader grows, the more organization that will be attracted to the top talent, to help human achieve the full potential and accelerate the new revolution to advance the human society.
Above are some thought after reading the article from HBR:
http://www.businessweek.com/managing/content/oct2010/ca20101012_599532.htm
