The Modern Leadership Issue - 6

Teams today are more diverse, not just
demographically and culturally but in experience and problem
solving, which is profoundly beneficial but can add feelings of
complexity and opposition. It's a very good thing for our ideas to
conflict-it helps us better understand and address challenges-
but that doesn't mean that we personally conflict.
Having a clear and shared vision with
defined values to support a
generative culture is necessary.
A good leader should see
themselves as serving from the
bottom of the org chart-not
having achieved the top.
- Brad Sheehan, VP Flight Training &
Standards, Delta Air Lines
leading the organization
There is no shortage of writing about this level of leadership. Key skills for
leading an organization include building a strategic vision, engaging others in
creating a plan to achieve it, cultivating trusting teams, inspiring and motivating
to the edge of the organization, maintaining that energy and alignment as the
organization moves forward, and sensing along the way while reengaging the
organization when course corrections are needed. (To learn about another key
skill for leading the organization, go to page 20.)
We've learned that situational,
adaptable leaders are those that can really get
the most from people. As work has grown in complexity,
maximizing what people can contribute is the differentiator
between companies that thrive and those that don't.
- Molly North, CEO, Al. Neyer
Building on the layers of leadership, the most effective leaders of organizations
embrace their role as a servant leader and steward of the organization, guiding it to
healthy, high performance. (Go to page 28 for insights on how to lead a thriving
organization.) No matter their function, they understand their impact in building and
sustaining healthy cultures through the experiences of their people. (To learn how
leaders at Avēsis own their role as culture stewards, go to page 16.)
Leading an organization involves exploring questions like:
* How am I going to help shape the
future of this organization?
* How and where can my unique
strengths and passions be best
used by the organization to
accomplish our goals?
What does the organization need from
me right now? What is it going to need
from me six, 12, or 18 months from now?
The Modern Leadership Issue

Table of Contents for the Digital Edition of The Modern Leadership Issue
