Building competitive organisation s: The next venue for sustained success

Building competitive organisation s: The next venue for sustained success

Prof. Dave Ulrich highlighted on what every leader should acquire. He says that leaders should be adaptable as the effect of culture is reciprocal, and while shaping culture, the leader must allow culture shape their self as a leader, ensuring that is ‘the leader the company deserves’. In reconciling the short/long-term paradox, leaders have to learn to have productive conversations with their people. A leader must also be able to talk to their people - to help employees understand, to coach and not to criticize employees.

Leaders should show them the data and help to fix problems. Leaders must also show that they care about their employees, ‘We need to show our employees that we care about them and sometimes we use words’ Professor Ulrich explained, citing the need to be authentic, ‘It’s not always what you say, it’s what you do. Jargon and hyperbole in language can sometimes create leadership hypocrisy which creates cynicism and reduces engagement’. To combat this, he advised, ‘Communicate your commitment to employees through behavior and sometimes use language.’ Prof. Dave Ulrich also says that leaders should delegate with trust as Leaders are the source of passion, purpose and vitality, however, they need to be confident in their own competence so they can surround themselves with people better than them and let them do what they are good at, rather than feeling threatened. This is the key to build organisation’s that win over time. When such an environment exists, especially in the public sector, the government serves as an example for the entire country. Leaders should also be able to transfer leadership equity- Queried about Steve Jobs as a leader, Professor Ulrich noted that Apple was a very leader-centric organisation, until Jobs’ health failed. The stock of Apple started to plummet in response to this news, and realizing the danger of a business centered around one individual, Jobs began to transfer his leadership equity to the next generation. ‘Whenever he introduced a new product, there were about ten people on stage (an elite team) that he gave credit to and visibly encouraged to take ownership’, the professor explained, concluding, ‘the ultimate measure of success for a leader is: ‘did you create a leader better than you were in your time?’’

Professor Ulrich feels, ‘competitiveness without compassion would not be viable’. A leader, he notes, should treat people with dignity and respect… building passion and compassion. It is necessary to combat that paradox between short and long term thinking - achieving goals, whilst being aware that the business being established is building something for the future and creating meaning and vision.

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  • Last modified on Monday, 07 December 2015 08:42
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