Strategic Human Capital Insights

5 Trending Leadership Competencies on the Horizon

Hand drawing image of businessman. Business challengeYou can’t escape all the literature, conversation and often just ‘noise’ around the topic of leadership. We hear what leadership is, what it isn’t, what it was and what it will be.

In the current operating environment, there is no substitute for quality leadership. Leadership is required on both a process and people level. Let's take some time to focus on the 5 emerging skills and competencies around future-focused leadership. 

  1. Organizational Agility for Business Readiness and Responsiveness

  2. ‘Altrocentric’ Leadership - Soft Skills:  Renewed, Refreshed and Revisited

  3. Managing the External Side of Change Management:  The Organizational Journey

  4. Managing the Internal Side of Transition Management:  The Individual Journey

  5. Leader as Corporate Steward - Risk Management

Why is the topic of leadership getting so much attention today? Our world and our organizations are living in a new reality and there is no more escaping this point. Old organizational paradigms that served us for the past 50 years are quickly approaching their ‘sell by’ date. Our new reality is the result of the aggregate effect of change converging at multiple levels? Too many people, it seems so sudden. It’s not so sudden! 

We are now dealing with a global pandemic, the convergence of technology, diverse workforce demographics represented by age, skills and culture, the nature of work and the role of the knowledge / expertise worker, and the list goes on. Up until now we could 'comfortably' ignore or deny this impending new reality. The convergence of all these factors has accelerated and amplified the need to deal with this new reality head on, and NOW!

To make some sense of this whirlpool of leadership ‘noise’, let's focus on the 5 high-priority leadership topics that can critically impact the leadership landscape and the strategic business direction of the organization.

  1. Organizational Agility for Business Readiness:  Leaders must always have an external perspective and then build and maintain internally responsive organizations.  Critical success factors associated with this view are:
  1. ‘Altrocentric’ Leadership - Soft Skills - Renewed, Refreshed and Revisited:  With a shift in the use of power from positional to personal, the ‘altrocentric’ leadership paradigm is relational, focusing on others rather than self.   This shift refocuses on the required skills of communicating, teaching, team building, empowering, motivating and engaging each person to reach their full potential.

  2. Managing the External Side of Change Management - The Organizational Journey:  Change must now be viewed as constant, creating continual disturbance and discomfort for both the leader and their employees. Dealing with change that comes at organizations from the external environment.  This is the rational, process approach to change, which while absolutely necessary, only deals with part of the change trajectory.

  3. Managing the Internal Side of Transition Management - The Individual Journey:  Each individual will transition through this change journey differently. Leaders must understand this transition process and help employees journey through the very real phases of change.  This is the emotional response to change in terms of change resistance, change commitment and change tolerance.

  4. Leader as Corporate Steward - Risk Management:
  •  Financial
  •  Organizational / Structural
  •  Human Capital
  •  Reputational
  •  Competitive

As you can see, each of these topics is critical both on their own, as well as together, when understanding how leadership competencies impact your team and your organization. We invite you to also download our latest eBook: "Human Asset Management Strategy: A New Approach", which provides a multifunctional operational guide to human capital capacity planning. 

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Topics: Leadership

Posted by Joanne Flynn

Joanne Flynn

In 2014, Joanne Flynn founded Phoenix Strategic Performance, a strategic human capital advisory firm. Prior to this, Joanne was Vice President at Goldman Sachs for 10 years responsible for global learning and development. She then led the consulting practice of Phoenix Group International, a consulting firm specializing in global financial service. Joanne is now taking best practices from the people-intensive financial services industry and adapting those best practices to startup and growth businesses. She is a thought leader in the areas of strategic organizational alignment, organizational agility, human capital gap analysis, leadership challenges for the new workplace and transformation leadership.

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