‘Truly being able to listen to others and actually hear what they’re saying, and being able to reconcile different suggestions and ideas and then combine them in a ‘best of the best’ thinking approach, is a key skill for leaders.’
‘The best leaders develop a sense of true belonging by convincing themselves that they are indeed the right person for the job even if they’re harboring some insecurities. They find the courage to overcome their lack of confidence by figuring out what’s keeping them back and confronting it.’
‘Being able to go beyond your own sense of self to achieve what is best for the team, the organization, and the world around you is critical to being successful- this is the ultimate definition of selfless leadership.’
‘Being vulnerable means you are in touch with what triggers your emotions and know how to direct those feelings into positive energy. You are willling to be touched, moved, and influenced by others and at the same time to share your hopes, fears, and concerns in a way that invites support from others. … Being vulnerable also means knowing how to deal with failure.’
‘Picking a few areas that are most important for you and your organization and going deep is a practice that leaders have to learn. A realization that you are not the smartest person on all topics is foundational for continual learning.’
‘The best leaders are not only good listeners but flexible enough to see when following the cause starts exacting too high a price on their employees.’
‘The best leaders encourage their people to understand their why and then give them the space to decide how it applies to their work.’
‘The best leaders create a system that allows the organization to evaluate bold moves from all angles, then test them out to recognize which of them show the most promise.’
‘The best leaders find the right balance between control and letting people have the agency to take the initiative and inevitably make some moves.’
‘The best leaders build and leverage informal networks of truth tellers who keep them grounded in reality and help them understand how their people really feel. They lead to inspire, not to direct, they foster a culture of dissent by actively seeking it, and welcome open discussion when it comes.’
‘Business leaders too often stick to the patterns and plans that made them successful and fail to change when circumstances shift.’
Source:
Dana Maor; Hans-Werner Kaas; Kurt Strovink; Ramesh Srinivasan (2024). The Journey of Leadership: How CEOs Learn to Lead from the Inside Out
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