Organizations today cannot be organized using the outdated or mechanistic paradigm that resulted in bureaucracies. Digital leaders and professionals today need to be in a continuous learning mode with interdisciplinary knowledge, strategic reasoning skills..
Leadership is complex as there are so many traits and characteristics that are considered when evaluating leadership maturity
What is the gap between the complexity of leaders' roles and leaders' minds? Organizations today are hyper connected, hyper diverse and hyper-complex, there are thinking gaps, knowledge gaps, capability gaps, etc, you simply can't resolve the 21st-century problems with the mindsets shaped half-century ago. The individual mindset or "personal paradigm" is much deeper. It is related to your functioning as a person - how you think about yourself and the world. It takes a substantial intervention on an individual level, working to expose and unravel the existing personal paradigm and then introduce a new paradigm. Knowledge workforce, especially business leaders today need to be deep thinkers and effective self-learners, continuous learning is a great habit to keep their minds fresh and knowledge updated. Then, they apply their learning, act, observe the consequences of their actions, make inferences about those consequences, perform better, and make continuous improvement.
To bridge the gap between the complexity of leaders' roles and leaders' minds, it’s important to gain an in-depth understanding of the “VUCA” business new normal, the multitude of business relationships, the multidimensional shareholders’ value, and visible & invisible successful business factors well. To mind the gaps, those who are leading the change must first examine their own mindset -how easily or difficult the change will be to complete, their perceptions of change agents who take change initiatives, their decision making about the direction of the change, their methodology about how change is done; The degree, scope, and nature of the change required. Besides soft leadership, communication skills, it’s also important to develop business domain knowledge, multiple management experiences, and organizational restructuring skills, etc, to drive transformative changes.
What developmental interventions are most effective at fostering mental growth in leaders so that they thrive in complexity? Organizations not only need good managers to take care of today’s business but also have to grow the future leaders with sophistication to deal with the complex and volatile digital ecosystem. In order to determine the correct training intervention, organizations need to have a good grasp of the need for the soft skills training prior to any course determination and development, proactively evolve cognitive diversity, creative diversity, cultural diversity, knowledge/skill/background/education diversity, and personality diversity, etc, and improve leadership maturity.
Digital leaders need to always look at the capabilities and skills that they don't have so that they can build a winning team and complement each other. Foster mental growth in leaders and build differentiated competency so that they thrive in complexity. There are a variety of development & training needed such as conflict management, emotional intelligence, confidence, coaching (Mentoring), positive mindset (thinking/attitude), influencing, cross-cultural sensitivity, etc. Business leaders can lead with the right mindset to develop a modern digital organization with every dip in the business lifecycle.
How effective are leaders in tackling complex organizational/social/global issues once they have experienced advanced mental growth? Organizations are indeed becoming more complex and need to become more flexible and re-organized in a simple way using a clear measure of complexity. Business leaders today need to have mental toughness with tolerance of ambiguity, be comfortable with uncertainty, unpredictability, conflicting directions, and multiple demands. They can comprehend dynamic, deal with the mountain of information, master induction or deduction; understand variables, interfaces, interactions, intervention, weigh in varying decision factors, convert the information into valuable knowledge and precious insight in handling business problems effectively.
To deal with fast-paced changes and continuous disruptions, growth mindset and cognitive intelligence are in strong demand to ride learning curves and make the progressive movement. Once they have experienced advanced mental growth and emotional excellence, they can walk through the cycle of communicating, influencing, listening, understanding your audience, knowing the purpose of your communication efforts, choosing the right morality, giving and receiving feedback, negotiation, in order to manage the complex system and the people of the complex system effortlessly.
What is the "complexity" between the levels of hierarchical complexity at which a leader can currently operate given the decision she/he needs to make in her role? Hierarchies bring certain levels of system inventions in the industrial era as they provide system stability, efficiency and resilience in the considerably static industrial era. However, within traditional hierarchical structures, mechanical 'command/control' mindsets appear to be the norm, and compliance focused performance management stifles innovation. In the emerging digital age with information exponentiality, high velocity, nonlinearity, and interdependence, the overly rigid hierarchy stops the digital flow and stifles change.
Hierarchical complexity, as opposed to other forms of complexity, applied to leaders' minds, their roles, their organizational cultures. You can have a flat formal structure in which people actually operate from a hierarchical mindset, as well as a hierarchical formal structure in which people actually operate from a flat mindset. To optimize business hierarchy and drive successful changes, business leaders need to dig through complexity by asking: Are we increasing in hierarchical complexity because we need to coordinate more things? are we increasing in network complexity because of the number of nodes and connections in the organizational environment? Are we increasing in governance complexity because the management discipline and GRC practices are interdependent than ever?
Organizations today cannot be organized using the outdated or mechanistic paradigm that resulted in bureaucracies. Digital leaders and professionals today need to be in a continuous learning mode with interdisciplinary knowledge, strategic reasoning skills. Stimulate creative conflicts, make necessary intervention, challenge existing thoughts, knowledge, or standards, seek additional knowledge and experience, co-create knowledge, of something new leading innovation and growth and drive transformative changes.
What is the gap between the complexity of leaders' roles and leaders' minds? Organizations today are hyper connected, hyper diverse and hyper-complex, there are thinking gaps, knowledge gaps, capability gaps, etc, you simply can't resolve the 21st-century problems with the mindsets shaped half-century ago. The individual mindset or "personal paradigm" is much deeper. It is related to your functioning as a person - how you think about yourself and the world. It takes a substantial intervention on an individual level, working to expose and unravel the existing personal paradigm and then introduce a new paradigm. Knowledge workforce, especially business leaders today need to be deep thinkers and effective self-learners, continuous learning is a great habit to keep their minds fresh and knowledge updated. Then, they apply their learning, act, observe the consequences of their actions, make inferences about those consequences, perform better, and make continuous improvement.
To bridge the gap between the complexity of leaders' roles and leaders' minds, it’s important to gain an in-depth understanding of the “VUCA” business new normal, the multitude of business relationships, the multidimensional shareholders’ value, and visible & invisible successful business factors well. To mind the gaps, those who are leading the change must first examine their own mindset -how easily or difficult the change will be to complete, their perceptions of change agents who take change initiatives, their decision making about the direction of the change, their methodology about how change is done; The degree, scope, and nature of the change required. Besides soft leadership, communication skills, it’s also important to develop business domain knowledge, multiple management experiences, and organizational restructuring skills, etc, to drive transformative changes.
What developmental interventions are most effective at fostering mental growth in leaders so that they thrive in complexity? Organizations not only need good managers to take care of today’s business but also have to grow the future leaders with sophistication to deal with the complex and volatile digital ecosystem. In order to determine the correct training intervention, organizations need to have a good grasp of the need for the soft skills training prior to any course determination and development, proactively evolve cognitive diversity, creative diversity, cultural diversity, knowledge/skill/background/education diversity, and personality diversity, etc, and improve leadership maturity.
Digital leaders need to always look at the capabilities and skills that they don't have so that they can build a winning team and complement each other. Foster mental growth in leaders and build differentiated competency so that they thrive in complexity. There are a variety of development & training needed such as conflict management, emotional intelligence, confidence, coaching (Mentoring), positive mindset (thinking/attitude), influencing, cross-cultural sensitivity, etc. Business leaders can lead with the right mindset to develop a modern digital organization with every dip in the business lifecycle.
How effective are leaders in tackling complex organizational/social/global issues once they have experienced advanced mental growth? Organizations are indeed becoming more complex and need to become more flexible and re-organized in a simple way using a clear measure of complexity. Business leaders today need to have mental toughness with tolerance of ambiguity, be comfortable with uncertainty, unpredictability, conflicting directions, and multiple demands. They can comprehend dynamic, deal with the mountain of information, master induction or deduction; understand variables, interfaces, interactions, intervention, weigh in varying decision factors, convert the information into valuable knowledge and precious insight in handling business problems effectively.
To deal with fast-paced changes and continuous disruptions, growth mindset and cognitive intelligence are in strong demand to ride learning curves and make the progressive movement. Once they have experienced advanced mental growth and emotional excellence, they can walk through the cycle of communicating, influencing, listening, understanding your audience, knowing the purpose of your communication efforts, choosing the right morality, giving and receiving feedback, negotiation, in order to manage the complex system and the people of the complex system effortlessly.
What is the "complexity" between the levels of hierarchical complexity at which a leader can currently operate given the decision she/he needs to make in her role? Hierarchies bring certain levels of system inventions in the industrial era as they provide system stability, efficiency and resilience in the considerably static industrial era. However, within traditional hierarchical structures, mechanical 'command/control' mindsets appear to be the norm, and compliance focused performance management stifles innovation. In the emerging digital age with information exponentiality, high velocity, nonlinearity, and interdependence, the overly rigid hierarchy stops the digital flow and stifles change.
Hierarchical complexity, as opposed to other forms of complexity, applied to leaders' minds, their roles, their organizational cultures. You can have a flat formal structure in which people actually operate from a hierarchical mindset, as well as a hierarchical formal structure in which people actually operate from a flat mindset. To optimize business hierarchy and drive successful changes, business leaders need to dig through complexity by asking: Are we increasing in hierarchical complexity because we need to coordinate more things? are we increasing in network complexity because of the number of nodes and connections in the organizational environment? Are we increasing in governance complexity because the management discipline and GRC practices are interdependent than ever?
Organizations today cannot be organized using the outdated or mechanistic paradigm that resulted in bureaucracies. Digital leaders and professionals today need to be in a continuous learning mode with interdisciplinary knowledge, strategic reasoning skills. Stimulate creative conflicts, make necessary intervention, challenge existing thoughts, knowledge, or standards, seek additional knowledge and experience, co-create knowledge, of something new leading innovation and growth and drive transformative changes.
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