Strategic Human Capital Insights

5 Trending Leadership Competencies on the Horizon

You 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 five 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 have served us for the past 50 years are quickly approaching their ‘sell by’ date. Our new reality results from 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. We could 'comfortably' ignore or deny this impending new reality until now. 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 five high-priority leadership topics that can critically impact the leadership landscape and the organization's strategic business direction.

  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:  
    Change must now be viewed as constant, creating continual disturbance and discomfort for both leaders and employees. Dealing with change that comes at organizations from the external environment is the rational, process approach to change, which, while necessary, only deals with part of the change trajectory.

  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 leaders and employees. Dealing with change that comes at organizations from the external environment. This is the rational, process approach to change, which, while 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 and together when understanding how leadership competencies impact your team and your organization. We invite you to 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

Joanne T. Flynn heads up the human capital advisory group, Phoenix Strategic Performance, Inc. Previously, she was a Managing Director with Phoenix Group International and was Vice President / Director of Global Learning and Development at Goldman, Sachs for nine years. Joanne works with organizations as they face global growth and competitive challenges. She works with her clients to be both externally focused and internally responsive. With her unique background, she aligns competitive strategic efforts with related internal organizational leadership challenges. With the benefit of her career-long focus, Joanne contributes the unique insight of aligning strategy to internal organizational structure and process. She focuses on human capital relative to strategic initiatives, accelerated business growth, value creation, and business development. Joanne holds a Master of Arts degree in Business Management from the University of Oklahoma. In addition, she holds a double degree major in History and German from St. Elizabeth University, as well as certificates from a variety of leading universities and professional training and development organizations. Joanne has recently published her latest book, Accelerating Business Success, The Human Asset Management Strategy.

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