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Leading in the 2020s

· Leadership,development,Reflection

It is essential to humanize leadership and counter the intoxications with individualism and instrumentality that risk turning scientific leadership into a 21st century version of scientific management, an ideology that worshiped the means and conveniently ignored the ends. We can do more than that, and we must do better than that. Gian-Piero Petriglieri

"Start with End in Mind" Steven Covey


Legacy thinking should guide your leadership from day one.

Filter every decision, project, and interaction with the question: "How will this contribute to my enduring impact?"

Prioritize initiatives that build sustainable change, mentor emerging leaders with a focus on long-term growth, and champion innovative solutions that challenge the status quo. Share your vision, and align your team with this long-term perspective.

You cannot avoid to leave a legacy. By embedding legacy thinking into your daily leadership approach, your contributions are not just impactful now, but continue to resonate and inspire long after you move on.

Talk to your coach about how to do that.

I asked ChatGPT "What is the single most valuable leadership skill I need to succeed in 2023?" and it told me...

The single most valuable leadership skill needed to succeed in 2023 is adaptability. As the world continues to rapidly change and evolve, leaders must be able to adapt to new situations and challenges. This includes being able to quickly assess and analyze the current situation, come up with creative solutions, and implement them effectively. It also involves being open to learning and continuous self-improvement, as well as being flexible and open to change. Without adaptability, leaders will struggle to keep up with the fast-paced and unpredictable nature of the modern world.

I cannot disagree. Sounds like it was in one of my classes!

Watch me share my views about the top three skills that leaders need today.

Articles on Leadership styles & skills

Good leaders don’t ask more than their constituents can give, but they often ask— and get—more than their constituents intended to give or thought it was possible to give. John W. Gardner

Please contact Andrew here if you would like to discuss how you may go further in this topic through Coaching.

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