Employees used to know just your name, your face, your business reputation.
Now they know your salary, your hometown, your connections on LinkedIn, how much your house is worth. They know more than ever, and you’re under pressure to share more than ever, too –
76% of global executives think it’s a good idea for their CEO to be on social media.
And along with this increased transparency, you’re held accountable for areas you know less about: new technologies, new markets, new cultures and geographies representing new stakeholders. It’s no wonder
CEO tenure is declining.
Good leaders have always stepped out of their comfort zones, but converging global megatrends are putting more pressure on those at the top to navigate a faster, more complex, more integrated, and more transparent business world.
In our recent book, “
Leadership 2030: The six megatrends you need to understand to lead your company into the future,” we examined the repercussions of the convergence of major forces like globalization, climate change, increased individualism, and accelerating digitization.
Among our findings is that leadership in the future will involve increased personal and business-level discomfort. Leaders will have to cope with the blurring of private and public life – and they will have to forge new relationships with competitors and employees. This requires new skills and mindsets. Ego is on its way out.
Technology alone offers several sources of discomfort. Leaders will increasingly be called to evaluate and implement new technologies they don’t always understand and can’t control, from the cost-benefits of data automation to balancing consumer concerns with data mining opportunities to gauging the commercial value of bitcoin and other new concepts. As connectivity-enabling technology and virtual workplaces change how people interact, leaders must engage employees across cultures and business roles through new mediums. Leaders must acquire digital wisdom, even if they lack digital knowledge.
The combination of digitization with globalization and consumer demands for personalized products will complicate the usual processes and relationships. Competitors will be recast as allies, as rival companies will have to work together to achieve more complex technical innovations. Such “co-opetition” will require leaders to maintain a difficult dual perspective – rivals must be simultaneously seen as both vital partners and market threats.
But possibly the biggest adjustment for leaders of today is a power shift that is requiring major changes to how they think and work. Many are accustomed to command-and-control, to fear over love, and to “l(fā)ead, follow, or get out of the way.” But hierarchies are flattening as power moves away from top internal management and toward employees and a proliferation of external stakeholders. Companies must now appeal to a plethora of global consumer markets, each with distinctive attitudes and desires.
Leaders motivated by power over others will not thrive in this new world.We will see more “altrocentric” leaders, who understand that leadership is a relationship and will therefore primarily focus on others rather than themselves. Adept at engaging rather than commanding, they see themselves as just one integral part of the whole. Altrocentric leaders will be capable of long-term vision encompassing both global and local perspectives.
David McClelland
points out that both emotionally intelligent leaders and their egocentric counterparts tend to be motivated by power; they enjoy having an impact on others.The difference is in the type of power driving them: Egocentric leaders tend to be concerned only with personalized power – power that gets them ahead. Altrocentric leaders, on the other hand, derive power from motivating, not controlling, others.
The altrocentric leader who is intrinsically motivated by socialized power, and who draws strength and satisfaction from teaching, teambuilding, and empowering others, will be able to handle the increased pressure of tomorrow’s business environment. They understand that they need not “have all the answers” themselves, and this mindset and willingness to turn to others for help better equips them to handle the stress of the uneasy chair.
All leaders will see life become more chaotic and overwhelming, and their struggles and management will be more visible than ever. Egocentric leaders will have a difficult time evolving, if they even can, and will be unable to thrive in such discomfort. Organizations need to develop leaders who are motivated by altrocentric leadership. They will be better prepared to succeed in 2030 and beyond.
2030年需要什么樣的領(lǐng)導(dǎo)者
哈佛商業(yè)評(píng)論 Georg Vielmetter，Yvonne sell 2016年04月16日 12:06
摘要 當(dāng)今領(lǐng)導(dǎo)者必須做的最大的調(diào)整可能是“權(quán)力轉(zhuǎn)移”，這需要大幅改變思考與工作方式。
過(guò)去，員工只知道你的名字，長(zhǎng)相和你的商業(yè)地位。
現(xiàn)在，他們知道你的薪水，你的籍貫，你在LinkedIn上關(guān)注和被關(guān)注的人，你房子的價(jià)格。他們知道的事情以過(guò)去多得多，與此同時(shí)，你還面臨著比過(guò)去分享更多信息的壓力。超過(guò)76%的全球高管認(rèn)為，讓他們的CEO使用社交媒體是個(gè)好主意。
除了這些日益增加的信息透明化外，你也要了解你以前陌生的領(lǐng)域，像是新興技術(shù)，新市場(chǎng)，以及代表新利益相關(guān)者的新文化和新地理區(qū)域。難怪CEO的任期越來(lái)越短。
優(yōu)秀的領(lǐng)導(dǎo)者總是會(huì)走出自己的舒適區(qū)，但逐漸匯合全球趨勢(shì)正給管理者更多的壓力，必須探究一個(gè)更快速，更復(fù)雜，整合度更高的、更透明的商業(yè)世界。
在我們最近出版的書中，“領(lǐng)導(dǎo)力2030：帶領(lǐng)企業(yè)走向成功，你必須了解的6個(gè)趨勢(shì)”，我們調(diào)查研究了幾個(gè)重大問(wèn)題匯合之后的結(jié)果，包括像全球化，氣溫變化，個(gè)性趨勢(shì)化以及數(shù)字化進(jìn)程逐漸加快等。
我們發(fā)現(xiàn)，未來(lái)的領(lǐng)導(dǎo)者將會(huì)在個(gè)人方面的和企業(yè)層面都會(huì)感到不舒適感。領(lǐng)導(dǎo)者將不得不去應(yīng)對(duì)日趨模糊的個(gè)人生活和公開生活的界限。并且，企業(yè)領(lǐng)導(dǎo)者們也必須和競(jìng)爭(zhēng)者和員工建立新的關(guān)系。這些都需要新技能和心態(tài)。自我意識(shí)不能太重。
單是科技就在很多方面讓領(lǐng)導(dǎo)者不自在。從數(shù)字自動(dòng)化的成本效益分析，到平衡消費(fèi)者顧慮和數(shù)據(jù)挖掘機(jī)會(huì)，再到衡量比特幣的商業(yè)價(jià)值和其它新的概念——領(lǐng)導(dǎo)者將越來(lái)越多被要求評(píng)估和使用那些他們不太理解，也無(wú)法控制的新技術(shù)。隨著連接技術(shù)和虛擬工作場(chǎng)所改變?nèi)藗兊幕?dòng)方式，企業(yè)領(lǐng)導(dǎo)者必須通過(guò)新媒介，與不同文化和職位的員工建立聯(lián)系。即便企業(yè)領(lǐng)導(dǎo)者們?nèi)狈?shù)據(jù)體系的知識(shí)，他們也需要知道如何運(yùn)用數(shù)據(jù)，產(chǎn)生智慧。
數(shù)字化和全球化結(jié)合，以及消費(fèi)者對(duì)個(gè)性化的產(chǎn)品的需求，都會(huì)讓流程與消費(fèi)關(guān)系變得更加復(fù)雜。相互競(jìng)爭(zhēng)的企業(yè)需要一起合作，以實(shí)現(xiàn)更復(fù)雜的技術(shù)創(chuàng)新，因此競(jìng)爭(zhēng)關(guān)系將變?yōu)槊擞殃P(guān)系。這類競(jìng)合關(guān)系（co-opetition）需要領(lǐng)導(dǎo)者必須維持一種困難的雙重視角-----把競(jìng)爭(zhēng)對(duì)手同時(shí)視為重要的合作伙伴和市場(chǎng)威脅。
但是，當(dāng)今領(lǐng)導(dǎo)者必須做的最大的調(diào)整可能是“權(quán)力轉(zhuǎn)移”，這需要大幅改變思考與工作方式。許多領(lǐng)導(dǎo)者已經(jīng)習(xí)慣“命令與控制”，運(yùn)用恐懼而非關(guān)愛(ài)，以及“我領(lǐng)導(dǎo)，你跟隨，要不就滾開”等方式。但是，隨著權(quán)力從內(nèi)部高管轉(zhuǎn)移到員工和外部利益相關(guān)者，組織結(jié)構(gòu)趨向扁平化。企業(yè)必須不斷拓展全球市場(chǎng)，每一個(gè)市場(chǎng)都具有獨(dú)特的態(tài)度和需求。
以權(quán)力控制他人的領(lǐng)導(dǎo)人，將無(wú)法在這樣的新環(huán)境下成功。我們將會(huì)看見更多的“以他人為重心”（altrocentric）的領(lǐng)導(dǎo)者，他們明白領(lǐng)導(dǎo)力其實(shí)是一種關(guān)系，因此首先會(huì)關(guān)注其他人而不是自己。領(lǐng)導(dǎo)者更多的是參與而不是下命令，認(rèn)為自己是整體中的一個(gè)部分?！耙运藶橹匦摹钡念I(lǐng)導(dǎo)者從長(zhǎng)遠(yuǎn)審視全球和本地市場(chǎng)。
David McClelland 指出，情緒智商（emotional intelligence，俗稱EQ）高的領(lǐng)導(dǎo)者和以自我為中心的領(lǐng)導(dǎo)者都愿意使用權(quán)力，區(qū)別在于使用權(quán)力的方式不同：以自我為中心的領(lǐng)導(dǎo)者更注重個(gè)人的權(quán)力，權(quán)力能讓使他們擁有優(yōu)先感。另一方面，“以他人為重心”的領(lǐng)導(dǎo)者則是從激勵(lì)他人而不是控制他人當(dāng)中獲得權(quán)力。
從本質(zhì)上講，以他人為重心的領(lǐng)導(dǎo)者是受到社會(huì)性權(quán)力的激勵(lì)，他們從教導(dǎo)他人、建立團(tuán)隊(duì)、授權(quán)他人中得到滿足與能量，他們能夠處理未來(lái)商業(yè)環(huán)境里日益增加的壓力。他們知道自己并不需要“知道所有的答案”，這樣的心態(tài)讓他們更愿意向他人尋求幫助，讓他們更能處理領(lǐng)導(dǎo)崗位上的壓力。
未來(lái)，所有的領(lǐng)導(dǎo)者都會(huì)發(fā)現(xiàn)生活變得更加混亂、令人不知所措，而且他們的努力和管理，也會(huì)比過(guò)去更明顯可見。以自我為中心的領(lǐng)導(dǎo)者很難改變，他們很難在這種不自在的環(huán)境下成功。組織需要培養(yǎng)的是那些以他人為重心的領(lǐng)導(dǎo)者。因?yàn)樵?030年后，他們更可能成功。（余程瑤/譯 騰躍/編校）
Georg Vielmetter合益集團(tuán)（Hay Group）領(lǐng)導(dǎo)力與人才部門歐洲區(qū)總監(jiān)，與高管和管理團(tuán)隊(duì)共同推動(dòng)組織與各階層員工的領(lǐng)導(dǎo)力轉(zhuǎn)型。
Yvonne sell合益集團(tuán)英國(guó)與愛(ài)爾蘭地區(qū)的領(lǐng)導(dǎo)力與人才總監(jiān)。
