Leadership in itself is future driven, in pursuit of human progress, a constant learning process that requires the leader to build experience and to share insight.
Senior leaders should be forward-looking and goal-driven, demonstrate strategic views to “keep the end” in mind. Corporate boards as one of the most critical governance bodies and leadership pillars play a critical role in steering the company in the right direction. The contemporary board leaders with proactive, innovative, and progressive profiles can amplify leadership influence by practicing expert power and driving transformative changes.
Proactive leadership: The corporate board's role, in large part, is to make good decisions that enhance the value creation for the organization. With unprecedented uncertainty and hyper-complexity, corporate board leaders should practice proactive leadership, strike the right balance of performance and conformance, becoming more engaged in overseeing the dynamic strategy-execution continuum by practicing strategic thinking and nonlinear logical reasoning.
With their busy agenda, corporate boards need to spread their time on varying issues, they need to review the past and share the lessons learned accordingly; but more importantly, they should devote more time to the future of business by envisioning and pulling all stakeholders in the same directions. They need to advocate proactive compliance by enhancing a governance system for collaboration, accountability, and most importantly, integration between regulatory intelligence frameworks. They should focus on corporate performance as well as their own performance proactively. Performance is not limited to crunching finance numbers only, it’s also about creating multifaceted values for customers and employees, building corporate brand and reputation.
Innovative leadership: Every business is different, every industry is different, there are many ways to innovate; and the environment plays an important role in shaping innovation success. Innovation is simply too important to delegate to the management without the corporate board’s oversight. In fact, boards should spend time on overseeing both innovation management and management innovation; hard innovation and soft innovation; incremental innovation and radical innovation. Innovation can be a breakthrough and notice that it requires a “break,” to remove the old belief or habit and establish the trust and principles to inspire transformative changes.
Innovation leads to future performance, it needs to lay out different structures, thinking, and solutions to allow developing into its potential. Innovation leaders face a complex reality today; they must be at the right moment, with a deplorable mind to catch great opportunities. Corporate board’s innovation oversight can significantly improve innovation management effectiveness and harness a culture of creativity. Corporate board sets the tone of business culture. They inspire creativity, encourage employees to do new things, show the right dose of risk appetite, and present high risk intelligence to push ideas forward.
Progressive leadership: Corporate board leadership needs to be future oriented, strategic and progressive. Progress represents change. A progressive corporate board is built based on progressive mindsets, following with effective decision-making and good policy-setting. Thus, the first principle of a progressive board needs to be open-minded, forethoughtful, knowledgeable, and committed in order to contribute to strategy oversight when required and effectively at all times.
BoDs as senior leadership team needs to walk the talk on the progressive journey of leading forward and making sound judgment. Insight is judging with an openness and understanding that your parameters for judgment are based on the full learning cycle: information-knowledge- insight-wisdom. At the global scope, cross-boundary board leadership is a bridge to connect cognizant differences, engage the diversified and embody effective communication in networks of global conversations that spur innovation in diverse domains of expertise. They are able to facilitate and orchestrate different values, cultures, and gain a profound understanding of the business ecosystem.
Leadership in itself is future driven, in pursuit of human progress, a constant learning process that requires the leader to build experience and to share insight. Many of large scale problems today are complex and interdependent, to solve them strategically, senior board leaders should oversee the circumstances structurally, collect relevant and quality information, capture holistic business insight, learn how to strike a balance between managing complex issues today and predicting the uncertain issues of tomorrow. They advise corporate management, delegate to the right people to solve the right problems, and oversee a premium solution without causing more problems later on. The digital styles of innovative leadership include taking on the role of a coach by being a good role model for teamwork, setting a good path for leadership development, and inspiring the culture of learning and creativity. Ultimately, the corporate board needs to be engaged, and at the most senior levels to help influence and shape the business of the future successfully.
Proactive leadership: The corporate board's role, in large part, is to make good decisions that enhance the value creation for the organization. With unprecedented uncertainty and hyper-complexity, corporate board leaders should practice proactive leadership, strike the right balance of performance and conformance, becoming more engaged in overseeing the dynamic strategy-execution continuum by practicing strategic thinking and nonlinear logical reasoning.
With their busy agenda, corporate boards need to spread their time on varying issues, they need to review the past and share the lessons learned accordingly; but more importantly, they should devote more time to the future of business by envisioning and pulling all stakeholders in the same directions. They need to advocate proactive compliance by enhancing a governance system for collaboration, accountability, and most importantly, integration between regulatory intelligence frameworks. They should focus on corporate performance as well as their own performance proactively. Performance is not limited to crunching finance numbers only, it’s also about creating multifaceted values for customers and employees, building corporate brand and reputation.
Innovative leadership: Every business is different, every industry is different, there are many ways to innovate; and the environment plays an important role in shaping innovation success. Innovation is simply too important to delegate to the management without the corporate board’s oversight. In fact, boards should spend time on overseeing both innovation management and management innovation; hard innovation and soft innovation; incremental innovation and radical innovation. Innovation can be a breakthrough and notice that it requires a “break,” to remove the old belief or habit and establish the trust and principles to inspire transformative changes.
Innovation leads to future performance, it needs to lay out different structures, thinking, and solutions to allow developing into its potential. Innovation leaders face a complex reality today; they must be at the right moment, with a deplorable mind to catch great opportunities. Corporate board’s innovation oversight can significantly improve innovation management effectiveness and harness a culture of creativity. Corporate board sets the tone of business culture. They inspire creativity, encourage employees to do new things, show the right dose of risk appetite, and present high risk intelligence to push ideas forward.
BoDs as senior leadership team needs to walk the talk on the progressive journey of leading forward and making sound judgment. Insight is judging with an openness and understanding that your parameters for judgment are based on the full learning cycle: information-knowledge- insight-wisdom. At the global scope, cross-boundary board leadership is a bridge to connect cognizant differences, engage the diversified and embody effective communication in networks of global conversations that spur innovation in diverse domains of expertise. They are able to facilitate and orchestrate different values, cultures, and gain a profound understanding of the business ecosystem.
Leadership in itself is future driven, in pursuit of human progress, a constant learning process that requires the leader to build experience and to share insight. Many of large scale problems today are complex and interdependent, to solve them strategically, senior board leaders should oversee the circumstances structurally, collect relevant and quality information, capture holistic business insight, learn how to strike a balance between managing complex issues today and predicting the uncertain issues of tomorrow. They advise corporate management, delegate to the right people to solve the right problems, and oversee a premium solution without causing more problems later on. The digital styles of innovative leadership include taking on the role of a coach by being a good role model for teamwork, setting a good path for leadership development, and inspiring the culture of learning and creativity. Ultimately, the corporate board needs to be engaged, and at the most senior levels to help influence and shape the business of the future successfully.
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