It’s important to strengthen the leadership chain as well as the chains of professional attitudes and behaviors, to make a direct influence on corporate/societal culture, talent management, and business strategy for improving organizational competency.
Trends, business models, marketplace, etc, all start to influence the actual adoption and the degree of direct leadership due to circumstances. Leaders today should have a certain level of ambiguity tolerance to inspire a culture of innovation and risk-taking; a truly great leader acts professionally in all aspects of their role and beyond. appreciate different perspectives, fresh knowledge, and different ways to frame a set of issues, and take different paths for experimenting, exploring, and solving problems innovatively.
Create a strong thought chain with no weak links: Leadership is about change and direction. There’s time to break down the old chains of outdated thoughts, and there’s time to strengthen new established chains of fitting mindsets, starting at the mindset level. Corporate leader’s professionalism starts with being professional with a positive and forward-thinking mindset. Are you open-minded, creative and critical; are you insightful, passionate and mature? Corporate leaders should set a good example to create strong thought chains, impact collective mindset or corporate cultures and make transformative changes seamlessly. In fact, breaking down those old thought chains can free people and the organization as a whole from the past and leap them toward the next level of business growth cycle.
Fixed or rigid mindset, the overly controlling mindset, the mindset of resisting or rejecting anything that affects cozy familiarity, the mindset of the “unconscious biases, blame game, fear of consequences, inflexible,” etc, are sorts of old thinking that simply cannot move fast enough in the sea of changes and fierce competitions. They all make the thought chain fragile and cause the business entity to fail. Thus, change agents and experts are needed to challenge convention and break down peoples' natural resistance to change or to new ideas. Organizational leaders need to encourage their employees to step up and propose bold transformational change initiatives and then ask management to follow through. Openness, transparency, collaboration, empowerment, respect for the value of people and adding value to the enterprises, is best for everyone.
Enhance the employee behavior value chain and customer satisfaction chain: Besides strong thought chains, it’s also crucial to build a solid “behavioral value chain” between the inputs - intermediate steps - outcomes. Ask employees to define business value in terms of outcomes they're helping the organization & customers to achieve, unpack the employee inputs - product quality - customer satisfaction chain to determine what constitutes each of the parts and the strength, and direction of the various links in the chain. The value chain is staffed by people that can do their jobs really well because of training and experience in those roles.
Value streams can break into stages; each stage decomposes into routing maps or can map to a business process which underpin corporate capabilities to deliver products/services and enable value stream stages. The value chain process is the flow of activities, which include what managers, employees and applications do for producing goods and services and delivering them to the customers. Successful business initiatives are about creating really good value chains, getting the right people in the right positions, to make right decisions at the right times to solve the right problems smoothly.
Strengthen the leadership chain that promotes continuous improvement and build a talent chain to improve business competency: Continuous improvement is the way organizations should improve themselves, learn, develop and follow through as the top priority. It is much more likely to turn into a smooth and successful collaborative transition. From top down and bottom up, paint an excellent picture of the interaction and interdependence between the leadership team. Put the right people in the right positions, and develop people via personalized training. Having the senior people in operations and technical services incorporate the inputs or outlooks into in-house training programs so that the business knowledge is shared with others who can then try them out and hopefully improve them.
Progressive leaders help people adapt to new things in their work environment. The forms of informal learning take place in some of the most progressive organizations that support talent development. Shift the focus from formal learning and look more to placing structure around informal learning. If an employee feels that enterprise invests in the people, both for their personal development and the enterprise interests, they would fully be grateful. The focus should be on trust, being patient, understanding the person's strengths/weaknesses and developing the tailored training solution in the most effective and efficient way to match the needs and demand.
Leadership is a journey. Despite your well-intended objective, strategic and proactive efforts, be cognizant of the sequences and consequences. It’s important to strengthen the leadership chain as well as the chains of professional attitudes and behaviors, to make a direct influence on corporate/societal culture, talent management, and business strategy for improving organizational competency.
Create a strong thought chain with no weak links: Leadership is about change and direction. There’s time to break down the old chains of outdated thoughts, and there’s time to strengthen new established chains of fitting mindsets, starting at the mindset level. Corporate leader’s professionalism starts with being professional with a positive and forward-thinking mindset. Are you open-minded, creative and critical; are you insightful, passionate and mature? Corporate leaders should set a good example to create strong thought chains, impact collective mindset or corporate cultures and make transformative changes seamlessly. In fact, breaking down those old thought chains can free people and the organization as a whole from the past and leap them toward the next level of business growth cycle.
Fixed or rigid mindset, the overly controlling mindset, the mindset of resisting or rejecting anything that affects cozy familiarity, the mindset of the “unconscious biases, blame game, fear of consequences, inflexible,” etc, are sorts of old thinking that simply cannot move fast enough in the sea of changes and fierce competitions. They all make the thought chain fragile and cause the business entity to fail. Thus, change agents and experts are needed to challenge convention and break down peoples' natural resistance to change or to new ideas. Organizational leaders need to encourage their employees to step up and propose bold transformational change initiatives and then ask management to follow through. Openness, transparency, collaboration, empowerment, respect for the value of people and adding value to the enterprises, is best for everyone.
Enhance the employee behavior value chain and customer satisfaction chain: Besides strong thought chains, it’s also crucial to build a solid “behavioral value chain” between the inputs - intermediate steps - outcomes. Ask employees to define business value in terms of outcomes they're helping the organization & customers to achieve, unpack the employee inputs - product quality - customer satisfaction chain to determine what constitutes each of the parts and the strength, and direction of the various links in the chain. The value chain is staffed by people that can do their jobs really well because of training and experience in those roles.
Value streams can break into stages; each stage decomposes into routing maps or can map to a business process which underpin corporate capabilities to deliver products/services and enable value stream stages. The value chain process is the flow of activities, which include what managers, employees and applications do for producing goods and services and delivering them to the customers. Successful business initiatives are about creating really good value chains, getting the right people in the right positions, to make right decisions at the right times to solve the right problems smoothly.
Progressive leaders help people adapt to new things in their work environment. The forms of informal learning take place in some of the most progressive organizations that support talent development. Shift the focus from formal learning and look more to placing structure around informal learning. If an employee feels that enterprise invests in the people, both for their personal development and the enterprise interests, they would fully be grateful. The focus should be on trust, being patient, understanding the person's strengths/weaknesses and developing the tailored training solution in the most effective and efficient way to match the needs and demand.
Leadership is a journey. Despite your well-intended objective, strategic and proactive efforts, be cognizant of the sequences and consequences. It’s important to strengthen the leadership chain as well as the chains of professional attitudes and behaviors, to make a direct influence on corporate/societal culture, talent management, and business strategy for improving organizational competency.
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