Try to make a reflection on the organization where we work so much can bring us a smile as a burden of unhealthy anxiety. It all depends on our will to win and want to be part of a process of transformation! For example, in an organization, “Creating the right environment for innovators can help […]
Try to make a reflection on the organization where we work so much can bring us a smile as a burden of unhealthy anxiety. It all depends on our will to win and want to be part of a process of transformation!
For example, in an organization, “Creating the right environment for innovators can help a company prepare for the future while running its core business for current success”.
An organization is a system, part of a larger (also systemic) environment where it is embedded. The deeper knowledge of this system and its subsystems, inputs and outputs, can lead us to a better understanding of our role in this world and the purpose of the organization in which we collaborate.
Getting to know the organization better allows us to develop some skills for the future, many of them transversal to the business domain of different organizations, and thus becoming more comfortable with possible zones of discomfort and extreme adversity that may arise.
Being able to build the future and prevent damage with disastrous consequences for our life and for the organization is a competence we can only develop when our knowledge of organizational and environmental complexity is high.
Creating a healthy and motivating environment, where we can develop our abilities and skills, is increasingly the result of living and thinking in a network and also, as a result of these connections, of influencing and involving others in the search for the meaning of things.
In this sense, the future has already arrived and probably brings with it the return of the middle managers able to “manage people”, a task that top managers seem to have performed with little success in many cases. It is worth noting that this does not necessarily imply a vertical hierarchy given the complex nature of formal and informal networks. Influencing becomes the true purpose of leadership that will eventually stop pursuing “being itself, charismatic or authoritarian” to become a strong manager in communication, able to give constructive feedback, resolve conflicts and make individualized learning.
Networks, as we know, are global and for this reason the influence we can print unfolds throughout the world. By being able to connect the various generations that make up the organizational world we are also taking the fundamental steps towards effective and rewarding leadership for all stakeholders in the organization and its environment.
So, what does it matter?
It is important to work on the inclusion of all generations in the actions that need to be implemented or developed, rather than merely observing them.
It is important to develop flexibility as a way to motivate all members of the organization. The concepts of agility, disruption and digitization still remain valued in the language of leadership and in most of the collaborators.
It is important to embrace the concept of “machine learning” and a greater understanding of (AI) artificial intelligence, since they can allow better management of organizations.
It is important to promote a climate conducive to the development of curiosity. This enormous need to find answers to questions or problems is often the main lever of scientific activity or innovation.
It is important to understand that the younger generations believe in generosity and perseverance and that these values, being respected, create bonds and a sense of commitment to the purpose of organizations.
It is important to develop interdisciplinarity by provoking the intersection of different points of view that will give rise to innovative ideas and to the creation of value.
It is important to develop a mentality of experimentation and learning, as a result of reflection and critical thinking.
It is necessary that the development of the new leaders or managers is not the result of any training package, but of a learning journey, multidisciplinary and tailor-made.
Preparing or building a leadership involves assessing the strengths and behaviors of a candidate, facilitating the building of skills to fit their needs, being willing to implement learning and sharing in the real world, building a “model” for assessing their progression, and giving feedback transparent.
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