LEADERSHIP IS EVOLVING
Future leaders with transformational impact in a “VUCA” world
Paul E. Fein - [email protected] / Managing Leader -IDD Leadership Group
Leadership is undergoing significant transformations specific to approaches that drive people performance. Both the worldwide business environments as well as the global governmental frameworks are evolving more and more rapidly. Leaders also need to develop and grow with these changing landscapes. The “VUCA” acronym continues to surface more regularly in all forms of communications and reports. Clearly, based on greater levels of turbulence and confusion, leaders need to enhance their skills and capabilities to be able to act decisively and to establish clear future-focused strategic visions. They need to influence and motivate people with “human chemistry” that inspires collaborative decisions and drives successful agile growth. Leaders need heightened creativity, deeper self-awareness, and more resilience specific to areas of vulnerability.
Understanding leadership in the ”VUCA” world
First, some insights into “VUCA”. The “V” is for the volatility specific to the rapid industry and market changes, and the “U” is for the uncertainty in predicting future business environments. There are multiple influential factors that are affecting organizational and industry growth. The “C” is specific to the complexity of analytical assessments and to addressing various challenges. And, the “A” is the ambiguity associated with vagueness in reaching conclusions and with aspects in making strong decisions with clarity.
Global leaders need to handle the challenges and disruptions in this impactful “VUCA” atmosphere. The economic, financial and political pressures need to be turned into strategic opportunities and structured risk-taking as well as decision-making. Traditional approaches and management methodologies need to adapt with speed for change and to undergo modifications to respond to new frameworks. Leaders must continue to evolve and develop
new skills and competencies. Based on higher levels of self-awareness, leaders must build personal resilience and the abilities to communicate with innovative creativity so that it can benefit employee contributions and organizational grow.
As per Alan Lewis and Harriet Lewis, in their book entitled – Leading through Turbulence, they provide a focus on four areas.
· “Adapt and thrive in times of change and crisis.”
· “Create a corporate culture that promotes talent and growth.”
· “Invest in leadership at all levels – and in people with potential.”
· “Give back to the world through good works and philanthropy.”
Growing learning leaders and organizational talent
There is a need for stronger and more effective employee talent and individual abilities to contribute at all levels throughout the organization. Also critical is leadership development that is focused on impactful communication and connections along with the enhancement of soft skills based on integrity and trust. Leaders need to always drive people partnerships with authenticity and passion. And, there is a need to address and build depth of understanding specific to technology beyond the status quo so that leaders are able to handle the many business challenges. The “new” and “future” learning culture that is being established and driven by leaders needs to be less traditional or hierarchical in structure, and more collaborative in business actions along with greater levels of professional development.
Future leadership is clearly evolving and adapting with a more inclusive and learning mindset. There is a higher level of effort to address differences with a more agile framework as well as involvement from entrepreneurial thinkers. Growth is always critical, especially with a long-term focus and an action for learning as well as with the capability to redirect experiences when necessary. Leaders need to have a strategic vision for the future and a strong decision-making approach to motivate creative and dynamic activities. And, empathy and integrity must always be a part of leadership self-awareness specific to the desired cultural values and behaviors.
Building relationships and organizational teams
There is a need for stronger and more dynamic relationships and more connections as well as collaboration at all levels of an organization to be able to build valued partnerships. Meaningful work and powerful influencing leaders can drive company performance as well as improvements that are truly motivating for people. Creative thinking and strategizing need to use unique perspectives, diversity of approaches, and real risk-taking. All collective interactions need to be based on authenticity and agility. Positive and effective leaders must always encourage collaboration and team accountability in this “VUCA” world, specifically based on emotional resilience and openness. The potential outcome is the removal of conventional organizational structures and the building of greater importance on communicating the corporate purpose with a customer-centered dynamic.
Driving future-focused leaders with purpose and vision
There is a need for clear long-term direction and purpose specific to a future focus that is on a positive and inspiring vision. Leaders need to embrace potential opportunities with a passion and commitment to emerging technologies in an era of automation and artificial intelligence. Again, analytical assessments within shifting and more complex markets continue to become more challenging. Therefore, company goals need to be very clear and specific, and the organizational purpose needs to be very well detailed and defined. This is part of the craft of being an effective and human-centric leader founded on exceptional trust and authentic integrity.
Closing reflective thoughts
Transformational leaders need to navigate and guide organizations through challenging changes with inspiration and motivational influence. They need to be strong, committed, and conscious of the needs of people and employee groups. Using creativity and innovation, leaders of future-focused and learning organizations must provide full collaborative support on handling challenges within a “VUCA” world. Leaders will need heightened imagination, greater charisma, and deeper personal self-awareness to have stronger impact on relationships and behaviors in the evolving workplace.
So, for leadership and organizational successes, there needs to be a focus
on two critical components.
Fit – aligning the organization and the people with the defined
purpose, strategies and key values.
Fitness – driving the capacity of the employee base to adapt and
learn during a challenging business world.