Take initiatives to develop their leaders, invest in their human capital, explore the processes on how and what they can utilize collective potential for achieving long term business prosperity.
As the new generation of workforce pursues freedom, independence, and autonomy, at the highest level, to realize their potential.
Leaders can encourage their employees to provide solutions to common problems by rotating their roles and placing them in the fitting positions for problem-solving: Silos cause slowness and small-thinking, further creating cross-functional communication and collaboration gaps. Traditional organizations are based on overly rigid hierarchy; conventional problem-solving is often based on linear logic and industrial best practices. The problems today usually have many causes and can be very complex, you can't figure out the exact cause and effect so the solutions are vague. Always be careful about examining the potential points of engagement, rather than jumping to the “we'll fix this" mentality.
Knowledge professionals today are more purpose-driven and self-motivated. Business leaders need to become more flexible, flatten the overly rigid structure or process, put the right talent with the right expertise to solve the right problems. They can identify high potential people by assessing their learning agility, innovation, accountability, etc. People want to feel valued and explore new opportunities, develop their talent and build professional competency.
Look at how to motivate and obtain the most out of the talent and look for breadth of experiences, internal rotational opportunities for leadership development: Leadership development needs to be a continuous effort via coaching and personalized training program. It's a leadership development construct or perspective- on the job observation, feedback, and rotation. Embedding leadership development into business initiative management by striking a shared balance between operations and development is a great place to start.
Look for leadership potential by understanding how people think, define, and solve problems; Look for people who are able to grow and give them the opportunity to do so, look at how to motivate and obtain the most out of the talent; look for breadth of experiences. Provide people internal rotational opportunities, and look for individuals who are motivated to succeed along with leadership who encourages appropriate risk-taking. That’s the art and science of leadership development.
“Inclusiversity” initiatives are linked to succession planning, role rotation, talent capability building: In a global marketplace, it is a business imperative to make a diversity and inclusion strategy for building long term business competency. Inclusion is the achievement of a working environment in which all individuals are encouraged to think independently, spur creative ideas, be treated fairly and respectfully, have equal access to opportunities, knowledge, resources, align their career goal with the strategic goal of their organization, and make a significant difference significantly.
Leaders can encourage their employees to provide solutions to common problems by rotating their roles and placing them in the fitting positions for problem-solving: Silos cause slowness and small-thinking, further creating cross-functional communication and collaboration gaps. Traditional organizations are based on overly rigid hierarchy; conventional problem-solving is often based on linear logic and industrial best practices. The problems today usually have many causes and can be very complex, you can't figure out the exact cause and effect so the solutions are vague. Always be careful about examining the potential points of engagement, rather than jumping to the “we'll fix this" mentality.
Knowledge professionals today are more purpose-driven and self-motivated. Business leaders need to become more flexible, flatten the overly rigid structure or process, put the right talent with the right expertise to solve the right problems. They can identify high potential people by assessing their learning agility, innovation, accountability, etc. People want to feel valued and explore new opportunities, develop their talent and build professional competency.
Look for leadership potential by understanding how people think, define, and solve problems; Look for people who are able to grow and give them the opportunity to do so, look at how to motivate and obtain the most out of the talent; look for breadth of experiences. Provide people internal rotational opportunities, and look for individuals who are motivated to succeed along with leadership who encourages appropriate risk-taking. That’s the art and science of leadership development.
Why would a company or organization want to lag behind by not establishing an “incluversity” initiative, or more critically building an “inclusiversity mindset” from top-down. If diversity and inclusion are strongly supported by management teams, all levels in the organization can reap the benefits of professional growth. And fully-developed talent can contribute to the organization’s long term success. So the true "inclusiversity" mind will be respected for its true role as a "business catalyst."
To unleash human potential, professionals need to be learning agile and build unique professional competency. To expedite business growth, the importance of potentiality navigator is to identify talent with hidden potential, take initiatives to develop leadership, invest in their human capital, explore the processes on how and what they can utilize collective potential for achieving long term business prosperity.
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