Dear Friends,
With a difference.
Business environment in India is changing fast, so are the leadership skills. Its face is shifting. It is not so much about managing the business but perfectly managing the multi-generational workforce aspirations in complex cultural surroundings. Next Gen. Leadership cannot afford to follow the dotted lines sketched by previous leadership. It has to be different in many ways. The dimensions are multifold. Identifying the leadership potential, preparing them with required skills, and making the organization ready to be led by Next Gen. Leaders. It has to move from hierarchical functioning, power positions, and seniority-led movements. The way we see leadership must change. It requires new competencies and a new approach.
It is for HR to identify the high-potential people in organizations and work for their upskilling. It requires the right kind of culture where such identified leadership talent gets the environment to grow. Existing leaders have to support such initiatives to build a leadership pipeline. Learning leadership skills is not the issue; understanding the character and competence of a leader and practicing them honestly is required.
The nature of the workforce is changing. Millennials and next-gen are becoming mainstream. This workforce's expectations from their leaders are different. They look for inspiring and not authoritative leadership. With trust, openness, transparency, and honesty, Next Gen Leadership has to have a mix of soft and hard skills with a fine balance. Adaptability, collaboration, self-awareness, democratic, innovative mindset, tech-savvy, flexible, ready to challenge the status quo, thinking out of the box, and authentic are such skills one must have to lead the organization. Next Gen Leaders must cultivate a desire and commitment to make a difference by adding value to the business.
Next Gen. leaders must allow learning, unlearning, and relearning because the skills required today are going to become irrelevant in the next few years. In the era of ambiguity, they must keep themselves ready to address unforeseen challenges and be self-cultivators and generate positive energy among employees. While sharpening people-handling capabilities, these leaders should relinquish some control and delegate judiciously some powers to develop further leadership at different levels.
The April 2020 edition cover story is all about Next Gen. Leadership, its qualities, skills, and challenges to be addressed. The industry mentors, coaches, and leaders are here to share their wisdom.
If you like it, let us know. If not, well, let us know that too.
Regards,
Anil Kaushik - Chief Editor
Business Manager HR Magazine
Mob. - 9785585134
URL: www.businessmanager.in
From India, Delhi
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182With a difference.
Business environment in India is changing fast, so are the leadership skills. Its face is shifting. It is not so much about managing the business but perfectly managing the multi-generational workforce aspirations in complex cultural surroundings. Next Gen. Leadership cannot afford to follow the dotted lines sketched by previous leadership. It has to be different in many ways. The dimensions are multifold. Identifying the leadership potential, preparing them with required skills, and making the organization ready to be led by Next Gen. Leaders. It has to move from hierarchical functioning, power positions, and seniority-led movements. The way we see leadership must change. It requires new competencies and a new approach.
It is for HR to identify the high-potential people in organizations and work for their upskilling. It requires the right kind of culture where such identified leadership talent gets the environment to grow. Existing leaders have to support such initiatives to build a leadership pipeline. Learning leadership skills is not the issue; understanding the character and competence of a leader and practicing them honestly is required.
The nature of the workforce is changing. Millennials and next-gen are becoming mainstream. This workforce's expectations from their leaders are different. They look for inspiring and not authoritative leadership. With trust, openness, transparency, and honesty, Next Gen Leadership has to have a mix of soft and hard skills with a fine balance. Adaptability, collaboration, self-awareness, democratic, innovative mindset, tech-savvy, flexible, ready to challenge the status quo, thinking out of the box, and authentic are such skills one must have to lead the organization. Next Gen Leaders must cultivate a desire and commitment to make a difference by adding value to the business.
Next Gen. leaders must allow learning, unlearning, and relearning because the skills required today are going to become irrelevant in the next few years. In the era of ambiguity, they must keep themselves ready to address unforeseen challenges and be self-cultivators and generate positive energy among employees. While sharpening people-handling capabilities, these leaders should relinquish some control and delegate judiciously some powers to develop further leadership at different levels.
The April 2020 edition cover story is all about Next Gen. Leadership, its qualities, skills, and challenges to be addressed. The industry mentors, coaches, and leaders are here to share their wisdom.
If you like it, let us know. If not, well, let us know that too.
Regards,
Anil Kaushik - Chief Editor
Business Manager HR Magazine
Mob. - 9785585134
URL: www.businessmanager.in
From India, Delhi
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Next Gen. Leadership - April 2020 issue.pdf
Presentation3-l agaan-leadershi p.ppt