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“What does today’s business environment demand from its Leaders”?

We are focussing on how you can learn to transform your business by paying attention to a more selfless way of working.

Over the winter period we will be asking Steven Sylvester the founder of the withoutEGO philosophy©, a series of 5 questions across Leadership, Organisational Culture and Performance.

Leadership: Question 1

What does today’s business environment demand from its Leaders”?

“Over the last twelve years, starting with Enron in 2002 through to Barclays and News Corp in 2012 and more recently Tesco’s in 2014, many organisations have faltered. Corporate culture as a direct result of poor leadership is often highlighted as the key contributory factor. So, leaders with a strong ‘control and command’ style are coming under close scrutiny. This style of leadership may be less effective today.

Add to this the deepest and most prolonged economic downturn in a generation and the reality is, that the business landscape has changed forever. Competitors, customers, suppliers are all affected by these new market conditions and are having to find innovative ways to lower their costs whilst growing their market share.

Today, these new market conditions are requiring three leadership changes. Firstly, a leaders ego needs to be kept out of boardroom decisions so that the business can be more flexible in dealing with ‘uncomfortable truths’.

Secondly, leaders need to build greater relational depth across their organisation in order to inspire staff to follow them more wholeheartedly. Consequently, leaders will nurture a critical mass of staff that are aligned to the shared purpose of the organisation.

Finally, such leaders need to pay careful attention to their personal brand of genuine care and support for their staff. This will attract the right staff into the right roles within the organisation. These leaders will be able to win the hearts and minds of staff and successfully embed their values and moral compass into the culture. These inspirational leaders will have the ability to shift from a selfish perspective (i.e what’s in it for me?) to a way of working that transforms the lives of others (i.e how can I build this organisation to increase its contribution to staff, society and the world around it?). This requires a willingness and commitment from the leader to examine his or her level of ego interference.

What a great invitation for leaders to embrace their personal development”.


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