How to be a good leader

The formation for a true innovative leadership must be drained to the whole of the organization so that it is a shared tension, a dynamism that ends up mutating in a joint entrepreneurial attitude.

The formation for a true innovative leadership must be drained to the whole of the organization so that it is a shared tension, a dynamism that ends up mutating in a joint entrepreneurial attitude.

good leader

The bestseller and leadership specialist Robin Sharma - author of The leader who had no charge - has developed a suggestive philosophy based on a principle as groundbreaking as the times we live: to be a good leader in the company is not necessary to have a position. It is not a question of insinuating that we should despise promotion in the pyramid of the company, but of emphasizing that leadership has nothing to do with authority but with a job well done. Thinking of those who want to become a good leader, Sharma has devised his IMAGE rule: Innovation, Mastery, Authenticity, Great value in business, Ethics.

If we look at the Sharma guidelines, we will find many of the keys to the innovative leadership required by 21st century companies. It is no coincidence that the first characteristic of its rule is innovation , which should not be understood only as a personal attitude but as a business culture that really values ​​the idea, creativity. It is not business time based on routine and even efficiency is no longer an objective that can enjoy exclusivity: nothing is still today, nor the needs of customers, nor the aspirations of the competition, nor the technological roulette that modifies without I rest the way of working, the business model or the business concept that we have known so far.

We will never measure enough the importance of fostering a culture of innovation in your environment.

In the first place because it connects us with another of the keys of the new leadership, which is cooperation. Collaborative work is, according to all indications, the most appropriate way of working to address the challenges of the imminent future. And secondly, because it points out the importance of knowing how to create and lead high performance teams focused on innovation. Successfully channeling the creative tension of a company requires flexible designs within the company, create an adequate climate for innovation, be willing to adapt and invest in technology - assuming the risks - but above all, achieve one of the most complex tasks of the good leader: motivation; It is time for leaders to inspire others.

The mastery refers to two old acquaintances: talent and excellence. It is true that one's own talent can not always be bought, there are exclusive skills and it is very frustrating to try to achieve what one will never be, however, nothing prevents us from trying to find the place where we can be more effective in the company, the place where we can contribute more value to the business, the place where, in short, we can make better use of our talents. Excellence, on the other hand, is particularly linked to personal demand. If you want to be a good leader, you need your aspiration to achieve excellence in the task you do.

At the time of approaching authenticity , it is inevitable to go to the elemental irony of Oscar Wilde: "Be yourself, the rest of the papers are already taken". And this brings us to another fundamental aspect of leadership: to be a good leader you must arouse admiration. Do what you say, be consistent with yourself and with others.

Last but not least, we find that essential combination between Great value and ethics ; that is, the need to be brave, to risk, to take risks - what else is to innovate? - and, at the same time, to stay firm in tune with the ethical principles of each one.

The organization psychologist Adam Grant, author of the book Give and Receive, has come further in this direction . Why helping others leads to success . His thesis is that traditionally we have contemplated three common characteristics that we could associate with those who wish to be a good leader: motivation, capacity and opportunity. But Grant adds a new feature: the ability to interact, to collaborate. At the height of the collaborative economy, cross-corporate business projects, co-working, or crowdfunding, an individualist leadership, without a broad and open vision of its sector, without the ability to involve and retain the greatest possible talent around it, will be starting from a clear comparative disadvantage.

All of the above may seem chaotic or difficult to apply or fit in many current companies. But the truth is that these companies are difficult to fit if they do not contemplate that a certain disorder and a point of uncertainty are already necessary for success in a context of decentralization, diffusion, democratization of knowledge and information, expansion global.

The order, ultimately, is imposed by a final essential criterion that must always maintain who wants to be a good leader: the establishment of goals, the control of objectives and the ability to prioritize real productivity over bureaucratic rigidity.

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