It's a well-known fact that there is no perfect leader, but the progressive one is on their way to be more effective by bridging multiple gaps seamlessly, growing people, being innovative to solve problems and accelerating collective wisdom.
A leader changes the course of the business by seeing beyond what all others see and by understanding issues from new perspectives. Gap-minding leadership practices are important because if you are not taking steps now to close those leadership gaps, you will not be prepared to lead the digital business in the future.
Cognitive gaps: People are different, not because we look differently; but because we think differently. Even if two people observe the same thing, participate in the same conversation, or intend to define the same issue, they could perceive the situation and convey the message differently. In order to bridge cognitive gaps, build a high-effective leadership team, the forethoughtful organizations should always look for complementary mindsets, capabilities, and skills that they don’t have so that they can build a winning team and complement each other to improve leadership effectiveness.
Because people have a different knowledge base and cognitive understanding to perceive and articulate things. To close cognitive gaps, it’s important to demonstrate the willingness to acquire additional information ;beginning with an acceptance that you do not know enough to achieve your purpose; you recognize a gap in the knowledge you have and value in closing the gap; you show the ability to acquire additional information; it also begins with knowing what questions to ask to close the knowledge gap. To recognize and close the cognitive gap, you must acquire the necessary knowledge you need to achieve a particular purpose, you should gain unique insight to understand things from different angles, make sound judgment and improve problem-solving effectiveness.
Communication gap: Communication is the bridge between thinking and acting. There are hard communication barriers such as out of date processes, procedures, practices or soft ones like culture, politics or leadership style, etc. Communication effectiveness can be improved when the hard barriers are broken down and soft obstacles are overcome. Effective communication management can lubricate business relationships, soothe tensions, avoid unnecessary conflicts, stimulate healthy debates or arguments to spur creativity.
In practice, to improve communication effectiveness in the organizational setting, it might need to first categorize what kind of communication bottlenecks exist and which communication gaps should be closed. When you intend to understand, interpret, and judge something, or fix the root causes of problems, it’s important to apply multidimensional thought processes, leverage diverse viewpoints, updated knowledge, and deal with "lost in translation" syndromes skillfully, enhance mutural trust, clarify business strategies, give everyone a voice in how the organization and the people in it can prosper and thrive, co-solve problems large or small smoothly.
Generation Gaps: Contemporary companies today compose of multigenerational, multicultural and multi-devicing workforces. There is a surging need which is related to the realization that the gap is widening between the previous generation and the next generation, etc Each generation is defined by a set of stereotypes, and in fact, that different ages and worldviews learn differently and through different media and methods. As different generations experience different historical events, consume different media or technologies, do things differently. Whether this is related to just the generation gap or other economic factors, they are now recognizing the need to bridge leadership gaps and prepare the leadership succession.
Generations grow up with different beliefs and perspectives, all generations need to realize they can learn from each other. The conditions of the economy, the state of the world, technology, and social trends all impact the overall behaviors of the generation. Getting different generations to work together is part of team building. This is important for any enterprise because their customers will also come from diverse age groups. Especially global businesses need to shed the tendency to bridge the generational differences, shape the cross-generational mindset with deep insight, empathy, influence; perceive a more complex and complete picture of their workforce. In fact, harnessing the different experiences, perspectives and ideas of people from across multiple generations has enormous potential for societal advancement and amplifies leadership impact.
Creative gap: The leaders of the future sense, feel, read, imagine and intuit possibilities in the digital paradigm shift. Overly rigid hierarchy or silo mentality becomes the barrier for connecting the dots to stimulate creativity. Gap minding is important to stimulate creativity and catalyze innovation. To bridge creative gaps, the heterogeneous team with differences is more innovative than the homogeneous group setting. As good ideas are multidimensional, they take root in unsuspected places and they evolve with time and by unexpected connections. Being curious to ask thought-provoking questions stimulates creativity, minding gaps to spur innovation.
We are in a seamless paradigm shift in thinking from "problem" stickiness and root-cause analysis towards discovering possibilities and creating multiple pathways. Creative problem-solving requires an open and learning mind. Being in the state of flow is what creative people would like to achieve as good ideas often take root in unsuspected places, flow seamlessly; they evolve with time and by unexpected connections. Always challenge your own thinking by asking questions, lead to discover situations others do not see at first, integrate next generation of leaders, tap into their way of looking at the world, solve problems in a very creative and collaborative working style, to drive the successful digital transformation effortlessly.
Capability gap: People are different, with unique talent. Developing capability is to bring up the hidden potential of a candidate. Professional capability is an individual’s ability to perform certain activities and deliver high quality results. Leadership is neither a title nor a paper certificate. It's the capability to influence by making a continuous delivery and maintaining a consistent reputation. The leadership capability gap will stifle change, stagnate business speed and even cause business failures for the long run.
To bridge the leadership capability gap, training is just giving a better understanding on adopting the process, learning, handling the process. From natural talent discovery to differentiated professional capability development, a set of professional skills and expertise can be integrated into a unique capability to make certain achievement in a consistent manner. A set of integral capabilities enable people to solve problems smoothly, build leadership competency, reach new horizons out of an old vision for reaching the next level of leadership maturity.
We take responsibility for our own sphere of influence, no matter what formal title we might hold or not, have the opportunity to lead at a different level and exercise leadership influence continually. It's a well-known fact that there is no perfect leader, but the progressive one is on their way to be more effective by bridging multiple gaps seamlessly, growing people, being innovative to solve problems and accelerating collective wisdom.
Cognitive gaps: People are different, not because we look differently; but because we think differently. Even if two people observe the same thing, participate in the same conversation, or intend to define the same issue, they could perceive the situation and convey the message differently. In order to bridge cognitive gaps, build a high-effective leadership team, the forethoughtful organizations should always look for complementary mindsets, capabilities, and skills that they don’t have so that they can build a winning team and complement each other to improve leadership effectiveness.
Because people have a different knowledge base and cognitive understanding to perceive and articulate things. To close cognitive gaps, it’s important to demonstrate the willingness to acquire additional information ;beginning with an acceptance that you do not know enough to achieve your purpose; you recognize a gap in the knowledge you have and value in closing the gap; you show the ability to acquire additional information; it also begins with knowing what questions to ask to close the knowledge gap. To recognize and close the cognitive gap, you must acquire the necessary knowledge you need to achieve a particular purpose, you should gain unique insight to understand things from different angles, make sound judgment and improve problem-solving effectiveness.
Communication gap: Communication is the bridge between thinking and acting. There are hard communication barriers such as out of date processes, procedures, practices or soft ones like culture, politics or leadership style, etc. Communication effectiveness can be improved when the hard barriers are broken down and soft obstacles are overcome. Effective communication management can lubricate business relationships, soothe tensions, avoid unnecessary conflicts, stimulate healthy debates or arguments to spur creativity.
In practice, to improve communication effectiveness in the organizational setting, it might need to first categorize what kind of communication bottlenecks exist and which communication gaps should be closed. When you intend to understand, interpret, and judge something, or fix the root causes of problems, it’s important to apply multidimensional thought processes, leverage diverse viewpoints, updated knowledge, and deal with "lost in translation" syndromes skillfully, enhance mutural trust, clarify business strategies, give everyone a voice in how the organization and the people in it can prosper and thrive, co-solve problems large or small smoothly.
Generations grow up with different beliefs and perspectives, all generations need to realize they can learn from each other. The conditions of the economy, the state of the world, technology, and social trends all impact the overall behaviors of the generation. Getting different generations to work together is part of team building. This is important for any enterprise because their customers will also come from diverse age groups. Especially global businesses need to shed the tendency to bridge the generational differences, shape the cross-generational mindset with deep insight, empathy, influence; perceive a more complex and complete picture of their workforce. In fact, harnessing the different experiences, perspectives and ideas of people from across multiple generations has enormous potential for societal advancement and amplifies leadership impact.
Creative gap: The leaders of the future sense, feel, read, imagine and intuit possibilities in the digital paradigm shift. Overly rigid hierarchy or silo mentality becomes the barrier for connecting the dots to stimulate creativity. Gap minding is important to stimulate creativity and catalyze innovation. To bridge creative gaps, the heterogeneous team with differences is more innovative than the homogeneous group setting. As good ideas are multidimensional, they take root in unsuspected places and they evolve with time and by unexpected connections. Being curious to ask thought-provoking questions stimulates creativity, minding gaps to spur innovation.
We are in a seamless paradigm shift in thinking from "problem" stickiness and root-cause analysis towards discovering possibilities and creating multiple pathways. Creative problem-solving requires an open and learning mind. Being in the state of flow is what creative people would like to achieve as good ideas often take root in unsuspected places, flow seamlessly; they evolve with time and by unexpected connections. Always challenge your own thinking by asking questions, lead to discover situations others do not see at first, integrate next generation of leaders, tap into their way of looking at the world, solve problems in a very creative and collaborative working style, to drive the successful digital transformation effortlessly.
Capability gap: People are different, with unique talent. Developing capability is to bring up the hidden potential of a candidate. Professional capability is an individual’s ability to perform certain activities and deliver high quality results. Leadership is neither a title nor a paper certificate. It's the capability to influence by making a continuous delivery and maintaining a consistent reputation. The leadership capability gap will stifle change, stagnate business speed and even cause business failures for the long run.
To bridge the leadership capability gap, training is just giving a better understanding on adopting the process, learning, handling the process. From natural talent discovery to differentiated professional capability development, a set of professional skills and expertise can be integrated into a unique capability to make certain achievement in a consistent manner. A set of integral capabilities enable people to solve problems smoothly, build leadership competency, reach new horizons out of an old vision for reaching the next level of leadership maturity.
We take responsibility for our own sphere of influence, no matter what formal title we might hold or not, have the opportunity to lead at a different level and exercise leadership influence continually. It's a well-known fact that there is no perfect leader, but the progressive one is on their way to be more effective by bridging multiple gaps seamlessly, growing people, being innovative to solve problems and accelerating collective wisdom.
0 comments:
Post a Comment