If there was one skill that organisations want, it’s the ability to introduce change successfully and sustainably. To have an organisation that is change ready and embraces change. Organisations spend a lot of time and money trying to build a culture that welcomes change rather than resist it.
How do you begin to describe a career so rich, so varied and interesting? Fiona Kalaf’s route and growth as a leader has had many twists and turns; and yet when viewed in hindsight position her perfectly for her current role as CEO of Youth Focus.
Change and leadership are inextricably linked. Often leaders are brought in to introduce change, and always change requires great leadership if it is to be successful.
All of this same same simply perpetuates what we already know. It doesn’t prepare us for what is coming. It doesn’t give diversity of thought.
Good leadership doesn’t reduce employee turnover precisely because of good leadership.
The research, both quantitative and qualitative shows that being real, being authentic, being connected and being human pays off when it comes to leadership. No longer is it about the removed – about relying on positional power.
In my speech on the topic, I noted that HR is in an unique position to enable this transition by using their influence in a whole manner of different ways.
The appreciative self begins with the assumption that whatever we want more of already exists, if only in tiny qualities. We have to get over the belief that our experience is “the truth” and assume we can have a different experience by changing OUR map.
I suggested that there are three elements that are necessary to be working in concert to enable the successful move from the high performing technical expert to leader.
You could be forgiven for thinking that leadership starts and stops at the top. But when you look at the definitions of leader and to lead, there is nothing about being at the top. Out in front, certainly, but not necessarily at the top.
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