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Roś
Natalia Roś,
a journalist from Laba
When we hear the word "leader", our mind immediately conjures up an image of a white man from an Anglo-Saxon culture who leads the organization and is at its very center.
It is high time to change this connotation and focus on leaders who can be described as follows: they listen, engage others, have different experiences, rely on the strength of the group, are empathetic and allow for failures. Leadership can be learned, and women, as numerous studies show, are statistically better at each of these traits.
Katarzyna Jezierska, CMO & Board Member at WeNet Group SA list of georgia cell phone numbers and Anita Rogalska, Global Leadership Development Director at Philip Morris International talk about the competencies that are worth developing to achieve success in business.
What do we expect from leaders?
The world we live in is changing at a breakneck pace. It should come as no surprise that the vision and expectations of good leadership have also changed . However, recent research from Gartner shows that the very foundations of being a good leader remain the same .
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«Female Leadership in Business»
Katarzyna Jezierska, Anita Rogalska, Katarzyna Kozikowska
CMO & Board Member
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Their tasks include creating strategies, setting directions, motivating and effective communication . We face crises – pandemics, wars or climate change, which is why some of these competences are becoming secondary, and in fact they should be strengthened. The role of leaders who can skillfully manage complexity, give meaning and manage paradoxes is all the more crucial. This means that we constantly have to learn new competences to keep up with changes and respond to them as effectively as possible .
The Michigan Leadership Model highlights two areas of natural contradiction that exist in all organizations, teams, and individuals:
#1. the need to foster cooperation, harmony and positive relationships (yellow part) on the one hand, and the need to achieve goals or healthy competition (blue part) on the other ;
#2. the requirement to achieve stability , establish control mechanisms, introduce discipline (red part), and at the same time place emphasis on developing unlimited innovation , change and continuous learning (green part).
Michigan Leadership Model
4 key competencies of modern leaders
A good leader can be recognized by the ability to navigate between these contradictions – and this is where appropriate competencies come in handy.
#1. Situation analysis and problem-solving skills
It is the leader who is responsible for the results : he or she analyzes the situation, makes decisions, solves problems. The tool that will help us in this is the so-called business case "on a napkin". When we are wondering what project to invest in, check its profitability, set the price or the group of customers, it is enough to write the project into four stages:
Stage I: definition of the challenge.
Stage II: analysis of available data.
Stage III: previous experience or expert opinion (collecting different perspectives).
Stage IV: sum of model sensitivity (analysis of the difference in business profitability due to different perspectives).
A business case “on a napkin” is a quick, simple and stress-free tool that will allow you to take a step forward and make a decision. It is worth remembering that if you have big doubts, you can always conduct a small-scale pilot, in accordance with the Design Thinking approach: prototype, implementation, analysis, learning from mistakes, introduction of corrections.
#2. Social Intelligence
Social intelligence includes the following areas:
empathy and the ability to empathize with the needs of the team, clients, partners;
adapting communication styles to the person we are talking to in order to communicate as effectively as possible;
ability to work in diverse teams;
inspiring and engaging others;
providing feedback in a way that will be helpful to the other person.
Cooperation
Currently, the world is moving in a direction where leaders are looking for solutions to not only compete, but also cooperate. A good example is the Cashless Poland Foundation, which has brought together all entities of the payment market in Poland, working for the development of modern, electronic forms of payment. This has allowed for the cooperation of, among others, two companies: Visa and Mastercard. This example shows that leaders, and especially female leaders, because it turns out that women are very good at so-called coopetition, can find more allies and thus increase their area of influence.
