Being paranoid doesn’t mean to be hysterical or overly-emotional but keep one cool-headed, and logical.
1 Leading complex digital organizations is a challenge that transcends rational management and that requires paradoxical capabilities and behavioral complexity and competencies that distinguish great leaders from others.
2 Being positive and paranoid at the same time makes interesting paradox-pair in sharpening contemporary leadership.
3 Being paranoid doesn’t mean to be hysterical or overly-emotional but keep one cool-headed, and logical.
4 To successfully manage paradoxes, organizational leaders need to be both positive and have a certain level of paranoid, also must learn to deal with contradictions and embrace incompatible forces, rather than choose between them
5 Digital leaders need to keep feeling paranoid because of rapid speed of changes and exponential growth of information.
6 The paranoid leaders keep their eyes open for both capturing the emergent digital trends and avoiding pitfalls and barriers on the way.
7 The great attitude for innovation is to experiment with new things fearlessly and take a new adventure but be “paranoid” and manage innovation systematically.
8 Organizations can reach their strategic inflection point when they can synchronize and conduct change; it is also the moment to be “paranoid” - as it is the act of inflecting or the state of being inflected.
9 The paranoid leaders are not weak, they are just mindful, inquisitive, and innovative. They are paranoid about changes, they are paranoid about fierce competitions, they are paranoid about overwhelming information, so they spend more time on thinking thoroughly and act promptly to adapt to changes and focus on the long-term winning position.
2 Being positive and paranoid at the same time makes interesting paradox-pair in sharpening contemporary leadership.
3 Being paranoid doesn’t mean to be hysterical or overly-emotional but keep one cool-headed, and logical.
4 To successfully manage paradoxes, organizational leaders need to be both positive and have a certain level of paranoid, also must learn to deal with contradictions and embrace incompatible forces, rather than choose between them
5 Digital leaders need to keep feeling paranoid because of rapid speed of changes and exponential growth of information.
6 The paranoid leaders keep their eyes open for both capturing the emergent digital trends and avoiding pitfalls and barriers on the way.
7 The great attitude for innovation is to experiment with new things fearlessly and take a new adventure but be “paranoid” and manage innovation systematically.
8 Organizations can reach their strategic inflection point when they can synchronize and conduct change; it is also the moment to be “paranoid” - as it is the act of inflecting or the state of being inflected.
9 The paranoid leaders are not weak, they are just mindful, inquisitive, and innovative. They are paranoid about changes, they are paranoid about fierce competitions, they are paranoid about overwhelming information, so they spend more time on thinking thoroughly and act promptly to adapt to changes and focus on the long-term winning position.
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