Leading people and organizations is fundamentally more complicated than it was 20 years ago—and it’s not getting any easier. Economic and global uncertainties, along with innovative technologies, complicate efforts to run a business.
Businesses are also becoming more intrinsically complex. It’s harder to predict outcomes because intricate systems interact in unexpected ways.
Interpreting data also proves more challenging because:
- The degree of complexity may lie beyond our cognitive limits.
- Past behavior may not predict future actions.
- In a complex system, an outlier may have a disproportionate impact.
Staying on track is much easier with a guide or checklist. Michael Useem, a professor at The Wharton School of the University of Pennsylvania and bestselling author of The Leadership Moment, has published The Leader’s Checklist to create a clear roadmap for navigating any situation. Key questions help customize the list to fit specific needs.
This article summarizes the leader’s checklist for clarity for managing complex organizations.
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This is a brief synopsis of a 1800 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete 1800-word article includes these important concepts:
- Complicated Versus Complex
- Managerial Blindness
- Real Cooperation
- 12 Leader Checkpoints
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“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go but ought to be.” ~ Rosalynn Carter, former First Lady
Every person in an executive role aspires to be wise and is expected to exercise wisdom in their decisions. Unfortunately, far too often senior leaders are more concerned with meeting the numbers and fail to come close to being astute over the long term.
The question is, can wisdom be practiced as a leadership competency in today’s incredibly complex environment of corporate governance? What are the consequences of ignoring it?
While volumes have been written about it over the ages, from philosophers and theologians to psychologists, it remains hard to define. Everyone believes they know it when they see it, especially in retrospect, without being able to pinpoint how or why.
We crave wisdom and hope our decisions will be viewed that way. We strive for brilliant decision-making in business, career, and work situations, and even more so when it comes to family, community, and moral issues.
This article defines the elements of wisdom, how it shows up in corporate leadership, and suggests questions to explore and develop your own ability to be wise.
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This is a brief synopsis of a 1800 & 900-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete 1800 word article includes these important concepts:
- Defining Wisdom
- Finding Wisdom
- Wisdom in Action
- The Contradictions of Wisdom
- 8 Pillars of Wisdom
- Business Intelligence
- Social Intelligence
- Business Compassion
- Developing Your Wisdom
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