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The 4 attributes collaborative leaders show

Posted by on 26 Mar 2012 in The Capable Leader | 0 comments

There are 4 behavioural attributes that collaborative leaders show: the belief that two heads is better than one the belief that they don’t hold monopoly of the truth the willingness to open their thinking to the scrutiny of others the willingness to share credit or glory with others Leaders wishing to foster, develop and strengthen these behaviours in those they lead, will need to build  ‘collaborative architecture’ within their companies. This will involve 3 priorities: At the organisation design level: implementing a distributed leadership model with self-directed teams and participative management At the competency level: training and rewarding listening, curiosity, improvisation,  questioning, reframing and systems thinking At the leadership style level: practicing a more emergent style of leadership rather than an authoritative style Trying to introduce elements of the above architecture in a piece meal or programmatic way will not generate lasting results. Change needs to be integrated and effected at all 3 levels. Companies like Google, Semco, WL Gore, MARS, John Lewis Partnership and an ever-growing group of companies have shown that the effort pays off in a range of ways including keeping those companies at the edge of innovation and breakthrough thinking. Written by Meena Thuraisingham, Director and Principal, TalentInvest, March...

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Thinking beyond the job………

Posted by on 22 Mar 2012 in The Capable Leader | 0 comments

By now you would have heard of the terms Polyprofessional and the Flux Generation.  It is well and truly here as research into career attitudes shows professionals looking for  mission and meaning rather than just a job. The ever shifting readjustments in the economic landscape and the ever constant march of technological innovation has shown jobs to be short-lived. Pegging your sense of self to a particular job has in any case always shown itself to be a high risk career strategy. Taking a more experiential approach to what might be your calling results in more emergent, successful and sustainable careers. Over-investing in a specific skill set, or a role or a company may prove to be short-lived as the world of work defines itself by constant change.  It starts with a mindset, a broader way of thinking about your purpose and the principles by which you will build or rebuild a career. If you are a management consultant, think about yourself as a conveyor of knowledge and it creates a different train of thought, a broader canvas on which you can unleash your many talents, creating more meaning for yourself, while adding more value to others. If you are an IT professional think of yourself  as a connector of ideas. If you are a communication specialist think of yourself as a story-teller and so on. A broader mindset helps you craft a more unique contribution, giving your tired career a ‘shot in the arm’. Now that we spend well over 20% of our time on-line (and this will only increase), a social media presence will also facilitate your boundary spanning. Don’t allow yourself to be hemmed in by boundaries of thinking or even bodies of knowledge that you can easily get trapped in. Think emergent career, scary for some but it is the only way forward…………. Written by Meena Thuraisingham, Director and Principal of TalentInvest, March...

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6 reasons why flexible working does not get the traction that is intended

Posted by on 16 Mar 2012 in The Capable Leader | 0 comments

  We approach flexible working as a function of time – this traps us into a ‘trading off’ paradigm that works on a principle that something has to lose – work or life We approach it as a ‘women’s issue’ – this fails to recognise compelling data that suggests that work life balance is a driver of satisfaction for Gen Ys and Millenials. We leave it in the hands of line managers who have only ever known one model – this traps us into more formal forms of flexible working, rather than skilling up employees to learn to take more control over how they work, not just where they work We still persist in valuing inputs rather than outputs – the way we manage performance and contribution operates on a industrial era logic that has done its time Work life balance policies tend to be viewed as a compromise and assumes that in some insidious way productivity suffers – this is contrary to an ever increasing body of credible research We frame it as an employee benefit rather than tangible value for the employer in better managing capacity constraints, operating costs, workforce agility and productivity Written by Meena Thuraisingham, Director and Principal of TalentInvest,...

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