Here is a blog post that is not about COVID- 19.
Apr. 18, 2018 "Rise of the Reinventors: How to become the architect of your own career": Today I found this article by Ayman Antoun in the Globe and Mail:
Apr. 18, 2018 "Rise of the Reinventors: How to become the architect of your own career": Today I found this article by Ayman Antoun in the Globe and Mail:
President, IBM Canada
Until a year or so ago, the conventional wisdom was that big, mature companies were on the defensive; that the world’s incumbent businesses were at risk of being disrupted – and supplanted – by startups and digital challengers. Of course, there was some truth to this.
Many companies in every industry have gone through an initial phase of disruption by new entrants and digital-native startups.
Many companies in every industry have gone through an initial phase of disruption by new entrants and digital-native startups.
We are about to enter a new era for business – one defined by “the incumbent disruptors.” In this era, companies with a past have a built-in advantage not easily replicated or leapfrogged by newcomers.
By leveraging proprietary data, decades of industry-specific expertise, and emerging cloud, artificial intelligence and blockchain technologies, these incumbents will out-innovate the so-called disruptors of the last decade.
By leveraging proprietary data, decades of industry-specific expertise, and emerging cloud, artificial intelligence and blockchain technologies, these incumbents will out-innovate the so-called disruptors of the last decade.
Those leading the way – the Reinventors, as they’re called in IBM’s recent C-suite study of more than 12,500 executives around the world – have a few things that distinguish them from the others.
A key differentiator is their focus on culture. Reinventors are twice as effective as their peers at building cultures around active feedback, empowerment, co-creation and knowledge sharing.
A key differentiator is their focus on culture. Reinventors are twice as effective as their peers at building cultures around active feedback, empowerment, co-creation and knowledge sharing.
In fact, Reinventors thrive on providing an open culture that solicits employees to develop new ideas and approaches, empowers teams to decide the best course of action and promotes collaboration across the business.
One of the more interesting findings for me is the significant shift in the return of people as a central preoccupation of C-suite leaders. In an age of astonishing inventions and the looming presence of AI, machine learning, virtual reality and augmented reality, it almost seemed inevitable that technology would be the leading issue facing business leaders for the foreseeable future.
In fact, among the most important trends in the study over the last dozen years has been the rise of technology as the central concern of C-suite leaders. In 2004, technology factors ranked only fifth among top concerns, but by 2012, technology change was ranked No. 1 and stayed that way through each successive survey.
In fact, among the most important trends in the study over the last dozen years has been the rise of technology as the central concern of C-suite leaders. In 2004, technology factors ranked only fifth among top concerns, but by 2012, technology change was ranked No. 1 and stayed that way through each successive survey.
But people skills –the hiring and training of talent – was the biggest single riser in the latest survey, jumping from fifth to third, and reaching levels roughly equivalent to technological factors in importance. Corporate leaders are increasingly focused on their people – finding the right people, training, and retaining them in light of a growing consensus that talent moves companies.
Reinventors have a clear vision of talent development and are tapping into the talents of their employees by moving leadership from a centralized hierarchy to a group responsibility.
Reinventor CxOs place their trust in their employees. In fact, 75 per cent of Reinventors say they actively solicit ideas from employees to develop new approaches. They are open to changing their methods if there is a better course of action.
Reinventor CxOs place their trust in their employees. In fact, 75 per cent of Reinventors say they actively solicit ideas from employees to develop new approaches. They are open to changing their methods if there is a better course of action.
Another interesting finding from the study is that Reinventors are not bogged down by middle management and bureaucracy; they cultivate autonomy and a fluid work structure. More than seven in 10 reported they have established an operating structure that promotes exploration by rewarding fast failure – the litmus test against mediocracy.
A great example of this mindset is the CEO of Haier Group, a China-based appliance manufacturer. Each team in the organization operates as an independent unit that works directly with its customers.
Employees aren’t assigned a team; rather, they compete to form them. The competition demands that employees submit business proposals to lead an operating unit, and those leaders are responsible for “hiring” members of their team, including salary, bonus structures and other administrative tasks.
Employees aren’t assigned a team; rather, they compete to form them. The competition demands that employees submit business proposals to lead an operating unit, and those leaders are responsible for “hiring” members of their team, including salary, bonus structures and other administrative tasks.
Reinventors have been around the block and have an established career. They have tried it the old way and have remodeled their management style to disrupt the current working environment to make the most sense for their employees, their customers and their bottom line.
This shows you don’t have to go to a startup to work for an organization that values creative problem solving, open communication and a flat hierarchy. Rather, you can seek out companies led by Reinventors that enable you to flex your creativity and experiment, collaborate and innovate – while empowering you to drive the trajectory of your own career.
"Six ways for millenials to fast-forward their careers": Today I found this article by Cassandra Frangos in the Globe and Mail:
Cassandra Frangos is author of Crack the C-Suite Code: How Successful Leaders Make It to the Top, and a consultant at Spencer Stuart. Previously, she was leader of Cisco’s global executive talent practice.
In my role working with organizations on succession planning and executive development, it has become evident that young leaders are looking for success at an earlier age.
How can you advance further on a faster track? By actively managing your career and developing certain behaviours that will prepare you for success.
These are some of the leadership skills and capabilities you can develop to differentiate yourself as you rise as a leader and take your career to the next level.
Seek feedback
Solicit feedback on your performance by casting a critical eye on your own work and learning as much as you can from others. As part of that, find peers who will offer an honest assessment of your work and be willing to do the same for them.
And when a manager delivers constructive criticism and development advice, accept it gracefully and set your sights on improving and moving forward. John Chambers, former CEO of Cisco and one of the most respected leaders in the technology industry, always asks for feedback after he delivers a presentation. Chambers, like all successful leaders, knows that feedback is an opportunity to develop and become better.
And when a manager delivers constructive criticism and development advice, accept it gracefully and set your sights on improving and moving forward. John Chambers, former CEO of Cisco and one of the most respected leaders in the technology industry, always asks for feedback after he delivers a presentation. Chambers, like all successful leaders, knows that feedback is an opportunity to develop and become better.
Develop effective communications skills
Leaders need to communicate and collaborate on multiple platforms with different audiences. While today’s communications often involve digital devices, don’t overlook the need to engage in face-to-face interactions with individuals and groups.
Keep in mind, as well, that the most effective leaders are also good listeners. One executive I know was perpetually frustrated in team meetings by a colleague because “he talked over others and never listened to what anyone in the group had to say.” Elevate your listening skills by being mindful and focusing on what colleagues contribute as opposed to simply preparing your response.
Keep in mind, as well, that the most effective leaders are also good listeners. One executive I know was perpetually frustrated in team meetings by a colleague because “he talked over others and never listened to what anyone in the group had to say.” Elevate your listening skills by being mindful and focusing on what colleagues contribute as opposed to simply preparing your response.
Consider your image
Transparency receives considerable attention as a positive leadership attribute, but drawing boundaries can be equally important. It’s never too soon to think about your leadership brand and actively manage how others perceive you. For instance, recruiters and managers increasingly tap into social media to see how employees are portrayed online.
That said, actively managing your image goes beyond online platforms like Twitter and Instagram. It extends to how you act and present yourself in person to anyone you connect with in the workplace. This includes internal colleagues such as peers and managers, as well as external stakeholders from customers and partners to outside vendors
That said, actively managing your image goes beyond online platforms like Twitter and Instagram. It extends to how you act and present yourself in person to anyone you connect with in the workplace. This includes internal colleagues such as peers and managers, as well as external stakeholders from customers and partners to outside vendors
Focus on change and reinvention
Change is everywhere as companies navigate fast-moving global markets, fend off insurgent competitors and rely ever more on disruptive and social technologies. These new realities require different ways of thinking and present an opportunity for leaders who can find order in the chaos and identify emerging business models.
In other words, you need to be wired for change. On one hand, you need to show that you value the current corporate culture; on the other hand, you must have a vision to drive change, growth, and transformation. Similarly, you need to show that you have a lifelong love of learning and the ability to unlearn the things that no longer apply.
In other words, you need to be wired for change. On one hand, you need to show that you value the current corporate culture; on the other hand, you must have a vision to drive change, growth, and transformation. Similarly, you need to show that you have a lifelong love of learning and the ability to unlearn the things that no longer apply.
Be aware of relationship dynamics
It’s important to build 360-degree relationships – meaning up, down, and across the organization. But over time, your relationships with colleagues, peers and managers are sure to evolve. If you find that you’re being promoted sooner than some of your peers, for instance, be prepared for the dynamics in those relationships to change.
One executive suggests being “mindful of your impact on others” as you move into leadership. You may find that you’re not able to share information as readily as before, for example. And don’t allow yourself to get trapped by the limiting stereotypes that can come with being younger than your direct reports. Dispel misconceptions by creating a brand for yourself as an individual and a rising leader in your organization.
One executive suggests being “mindful of your impact on others” as you move into leadership. You may find that you’re not able to share information as readily as before, for example. And don’t allow yourself to get trapped by the limiting stereotypes that can come with being younger than your direct reports. Dispel misconceptions by creating a brand for yourself as an individual and a rising leader in your organization.
Be patient
Talented leaders are often ambitious and restless for advancement, but there are downsides to pushing for a promotion before you are really ready. Instead, focus on learning the dynamics and mastering the responsibilities of your current position.
Create momentum for yourself by generating small wins and delivering results. While it’s acceptable to change companies when the current fit just isn’t right for you, it’s not wise to switch too often. It will serve you well in the future to demonstrate a solid track record at one organization before you move on to the next.
Create momentum for yourself by generating small wins and delivering results. While it’s acceptable to change companies when the current fit just isn’t right for you, it’s not wise to switch too often. It will serve you well in the future to demonstrate a solid track record at one organization before you move on to the next.
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