With uncommon qualities and characteristics, these future-ready leaders will drive organizations to adapt, collaborate, and excel in disruptive times.
ABOUT
THIS STUDY
This study reveals the skills that leaders will need in the future of business—and in today’s increasingly disruptive environment. We uncover how many leaders are performing highly in these areas and where there is a pressing need for improvement. By analyzing the leadership profiles of 150,000 leaders from the Korn Ferry Institute’s proprietary data, the study underlines the five key qualities of effective, future-focused leadership—qualities which correlate with a country’s ability to innovate and which correlate with a company’s likelihood of being an acclaimed brand. It also reveals how well leaders in 18 key global markets are performing in each dimension, and where improvement is urgently needed.
Additionally, the study uses opinion research from 795 investors and analysts to model the gap between the current supply of these high-performance behaviors and the market’s demand for them, to reveal just how wide leadership skills shortages are globally and by market.
FUTURE PROOF
YOURSELF
Leaders of the future will need to retain a self-disruptive outlook as a central feature of their leadership style to prosper.
WHY
ADAPT?
With 67% of investors insisting that the current leadership pool is not fit for the future, it’s no surprise then that investor confidence in current leadership styles and organizations is wavering. Organizations could be faced with a double bind if they fail to develop self-disruptive behaviors. Not only will they be less able to adapt to the changing business environment, they may face a penalty from those who evaluate their businesses.
FOR LEADERS
TO SUCCEED IN THE
FUTURE OF WORK,
THEY MUST ADAPT:
LEADERS NEED TO
CLOSE THE GAP
Each of the five dimensions qualify as the top priority for leadership development in at least one economy, according to the gap between the ADAPT qualities leaders possess and the qualities investors demand.
DO YOU HAVE WHAT
IT TAKES TO BECOME A
SELF-DISRUPTIVE
LEADER?
Becoming a Self-Disruptive Leader is not subject to the development or enhancement of a set of skills. It’s a mindset and the ability to constantly challenge your own beliefs and assumptions. Your mindset helps you organize your belief system and sets the course for behaviors and actions. We believe that the future of work demands a new mindset and a new course of behaviors and actions, and only those leaders who have the courage to challenge themselves have a chance to effectively lead their organizations into the future.
This short quiz has been designed to introduce the concepts of the Self-Disruptive Leader and generate initial curiosity about yourself. It doesn’t intend to be a substitute for psychometric assessment. If you are interested in getting more reliable results and receiving feedback, please contact credible resources for professional services.
CULTIVATING
AN INVALUABLE
TALENT
The pursuit of Self-Disruptive Leaders will mean seeking them out in unusual places, and it is crucial that talented people are not blocked because they do not fit traditional training or personality criteria. As a group, tomorrow’s leaders will look and act differently to current directors and C-suite executives. They will have attended a variety of schools and come from a range of different places, and many will have risen to the top through non-traditional paths. Diversity and inclusion will become more imperative than ever, and talent assessment—with true insight, objectivity, and value—will be vital.
THE
FINAL WORD
To create opportunities in an ever-fluctuating world, organizations need Self-Disruptive Leaders—people who are engines of change, but also generate it from within, at the pace of their business. Traditional training routes aren’t equipped to solve the leadership crisis, often producing outmoded mindsets that can’t keep up with the rate of change. Instead, a revolution in how companies develop leaders is vital for closing the leadership pipeline gap.
To capitalize on an increasingly disruptive world, companies must accelerate their identification, recruitment, retention, development, and promotion of leaders with self-disruptive potential at all levels of the business. Organizations must develop a culture that empowers everyone within them to challenge their own thinking and disrupt themselves. This final point underpins the solution to the leadership crisis. Leadership can no longer be isolated and inscrutable: by cascading ADAPT proficiencies throughout the organization, companies will develop a self-perpetuating ecosystem of leaders, ready for whatever the future of work brings.
Комментариев нет:
Отправить комментарий