While the world has become more digital and more complex that simple statement doesn’t encapsulate the far-reaching implications of digital technology. Unlike other technologies before it, the changes to our social ecosystem caused by digitization have touched and changed almost everything.
To survive as a value-creator, a leader needs a new set of skills. This new set of skills include things like rely not only on one’s strengths but an ever-expanding skill set. Leaders learned to work with people who think different and come from many backgrounds. They put an emphasis on collaboration, especially in instances of serious differences.
Leaders more than ever have to think about what the future is going to look like and what their organization’s role in that future is going to be. Leaders need to be highly strategic and have the ability disassociate from day-to-day concerns to look into the horizon. They should always be looking for a way to create value.
However, being strategic isn’t enough. The new leader also needs to be able to execute plans to find new ways of making value. Usually, these decisions and putting them into action has to be done quickly as our world moves more and more rapidly.
Many of us are obsessed with business founders. Specifically, what sets them apart from the rest of us? Is drive, vision, or a special insight that helps them change entire industries seemingly over night and seem to pull millions and even billions of dollars in profit from thin air? Or is it simpler, is it how they run meetings or make decisions? Is it because the take cold showers, are vegan and meditate under the full moon?
Founders fill a usual space in our culture where in they are guru, eccentric, celebrity and sometimes even comic book villain.
And why should they not? Jeff Bezos completely changed how we shop and how the internet works. Similarly, Mark Zuckerburg changed the way we communicate forever and now sways public discourse. Meanwhile Elon Musk can skyrocket the currency of a meme with a single tweet all while being in a literal space race with Jeff Bezos.
So of course, if you could become one of them, wouldn’t we? Or at the least figure out who the next one will be and invest.
These are the reasons the myths about founders are so powerful. Their stories become a filter for who gets investment capital to start companies and someone we can model ourselves after to replicate their success.
While humility is often venerated as a key quality of leadership it seems it is rarely found in real life leaders. We agree as a society that we value this quality in a leader but when we look at many famous and everyday leaders–those chosen in the workplace, in other organizations, in politics who we favor don’t seem to represent what we claim to value.
Many writers on the topic of leadership have demonstrated time and again through examples that humility is at the backbone of the most successful leaders and companies right along with persistence. Yet these are the exceptional; the exception.
Evidence also demonstrates the when it comes to being promoted to leadership roles, climbing an origination’s ladder and winning political election one has a much better chance when they are not humble.
It seems we tend to elect leaders based on their confidence, assertiveness ability to be ignorant of their limitations. This is why the incompetent are overwhelmingly represented in leadership roles. The recipe of victory seems to be overconfidence, hiding limitations, don’t worry about people’s opinions and to lean in even harder when one’s talents can’t back up what they promise.
Part of the problem then is what we value in a leader—the market will provide what we value most.
When practicing being deliberate, we have to break down an area of expertise into a series of smaller, achievable practices. We must engage in structured activities that improve performance in a specific area. The goal of being deliberate is not just to reach your potential but to build it. To make things possible that were not possible before. It will take a long time. It will be hard. It is supposed to be difficult. If being an expert was easy, everyone would be one.
But how we keep going in the face of difficulty? That is perhaps the biggest question we can ask when practicing being deliberate. Anyone can get started, that is the easy part. The popularity of self-help books and guides to success is evidence of this. The many gym memberships abandoned by February is evidence of this.
When we decide to learn a new language, learn to play an instrument we run out and buy things and jump right in. There is an exciting energy to engaging in a new adventure. But then reality hits; we hit that wall. We don’t find time to practice. We don’t improve as fast as we thought we would. It stops being fun and we view it as a chore. Eventually we give up altogether.
Why? Frankly, its hard work.
Being deliberate and breaking down your goal into attainable pieces is a way to pace oneself. We shouldn’t tell ourselves we will become Jimi Hendrix by the end of the year. We should tell ourselves we will learn to play a simple song in two months. We will learn the scales in six months. We will learn correct finger positions by the end of the first month.
We should give ourselves goals we can reach.
We often refer to groups, organizations etc as our “team”, but are they really a team? Teams need dedication and training. Here are some ideas to focus on when turning your group of peers into a functioning team.
Train, study and train, prepare, and train thoroughly, endlessly.
Strive to maintain individual stability and unit integrity; keep the same leader as long as possible if they’re getting the job done. Needless changes disrupt teamwork.
Emphasize use of the “buddy” system.
Never publicly blame an individual for the team’s failure nor praise one individual for the team’s success.
Provide the best available facilities for training and make maximum use of teamwork.
Ensure that all training is meaningful, and that its purpose is clear to all members of the staff.
Acquaint each individual of your staff with the capabilities and limitations of others, thereby developing mutual trust and understanding.
Base team training on realistic, current, and probable conditions.
Insist that everyone understands the functions of the other members of the team and how the team functions as a part of the whole.