The most successful leaders are constantly seeking out new in formation," says Ruth Malloy, global director of Hay Group's lead ership and talent practice. "They want to understand the territory they operate in. They need to be alert to new trends, and to spot emerging patterns that might matter to them."
When we say a leader has "focus" we typically are referring to one-pointedness on business results, or on a particular strategy. But is such single-pointedness enough? What about the rest of the rep ertoire of attention?
Tuttleman's business choices integrate the numbers with inputs from a wide outer scan, attuning to his gut reactions, and read ing how other people feel. There's a strong case that leaders need the full range of inner, other, and outer focus to excel-and that a weakness in any one of them can throw a leader off balance.
LEADERS WHO INSPIRE
Consider two leaders. Leader #1 works as a high-level executive in a construction engineering firm. During Arizona's housing boom in the early 2000s (and well before the resulting crash), he switched jobs over and over, each time getting a higher-level position. His gility in climbing the corporate ladder, though, was not matched by his abilities as an inspiring leader. When asked to come up with a vision statement for his company to guide it into the future, he fumbled the task. "Being better than our competition" was the best he could do.
The most successful leaders are constantly seeking out new in formation," says Ruth Malloy, global director of Hay Group's lead ership and talent practice. "They want to understand the territory they operate in. They need to be alert to new trends, and to spot emerging patterns that might matter to them."
When we say a leader has "focus" we typically are referring to one-pointedness on business results, or on a particular strategy. But is such single-pointedness enough? What about the rest of the rep ertoire of attention?
Tuttleman's business choices integrate the numbers with inputs from a wide outer scan, attuning to his gut reactions, and read ing how other people feel. There's a strong case that leaders need the full range of inner, other, and outer focus to excel-and that a weakness in any one of them can throw a leader off balance.
LEADERS WHO INSPIRE
Consider two leaders. Leader #1 works as a high-level executive in a construction engineering firm. During Arizona's housing boom in the early 2000s (and well before the resulting crash), he switched jobs over and over, each time getting a higher-level position. His gility in climbing the corporate ladder, though, was not matched by his abilities as an inspiring leader. When asked to come up with a vision statement for his company to guide it into the future, he fumbled the task. "Being better than our competition" was the best he could do.
การแปล กรุณารอสักครู่..