Leadership of the Future
May 8, 2008
Leadership of the Future
By Gene Swindell
The Voice of Change™
Leadership is not a science or theory. Effective leadership is mobilizing others who want to struggle for shared aspiration. That’s a fancy way of saying leadership is motivating, inspiring, organizing and planning. In this 21st century, there are five key areas that weigh heavily on the success of a leader. Leaders today must:
1. Challenge the process and look for new and better ways to do things.
2. Inspire a shared vision. Where do you want to lead your followers?
3. Enable others to act. Empowerment is still the key to getting things done.
4. Model the way. True leaders still are the role models of any organization.
5. Encourage the heart. Leaders want more than just bodies in their group.
To stay ahead of the ever-advancing learning curve, top leaders must develop more curiosity and focus less on directing. The old saying, God gave you two ears and one mouth for a purpose, is very applicable. Do twice as much listening as you do talking. Managers/supervisors in the past have claimed the position of authority. They speak, people act.
Today, they still need to manage projects, budgets and tasks but become more collaborative as leaders. They need to listen. They need to widen their vision and seek multiple inputs. They need to develop a stronger curiosity with “what if ..” thinking. What if we tried doing this task differently? What if we could be more cooperative? What if I would step back and examine some alternatives?
Some leaders still discount reality. They stick their heads in the sand like an ostrich and hope all their problems will go away. Of course, they don’t. The old transactional manager/supervisor still relies on structural power, a hierarchal top-down mindset. The command and control traits are still dominant. They exchange limited and infrequent rewards for services rendered and punishment for the slightest inadequate performance.
Strong leaders today recognize that to be effective, they must interact with their group. They must be inclusive and delegate tasks that once were reserved solely for the boss. Where managers/supervisors once ignored the “e” word, fearing loss of power and authority, they now must embrace empowerment as leaders. Most of all, modern leaders use their powers appropriately.
Gene Swindell works with companies that want to create a competitive advantage by strengthening the framework of their organization. Call 770-926-1395 or on-line www.geneswindell.com
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