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Leaders.pptx

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Leaders.pptx

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Like people, organizations are diverse and experience ongoing change. Because of this, different organizations benefit from different leadership styles at different stages of their lives. Leaders who understand their own strengths, weaknesses, and personalities recognize which type of field will benefit most from their particular leadership style. This ability benefits both organization and leaders themselves.
If you want to join the next generation of leaders, prepare to face formidable challenges. Human leaders – the ninth type of leader – are future-oriented. Digitally savvy and ready to experiment in rapidly changing environments, they’re brilliant at problem-solving. They’re also adept at mitigating the social and environmental impacts of their organizations.

Like people, organizations are diverse and experience ongoing change. Because of this, different organizations benefit from different leadership styles at different stages of their lives. Leaders who understand their own strengths, weaknesses, and personalities recognize which type of field will benefit most from their particular leadership style. This ability benefits both organization and leaders themselves.
If you want to join the next generation of leaders, prepare to face formidable challenges. Human leaders – the ninth type of leader – are future-oriented. Digitally savvy and ready to experiment in rapidly changing environments, they’re brilliant at problem-solving. They’re also adept at mitigating the social and environmental impacts of their organizations.

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Leaders.pptx

  1. 1. WHAT TYPE ARE YOU?
  2. 2. WHAT’S IN IT FOR ME? • What are great leaders like? • Hardworking, success-oriented, capable of inspiring others to follow them – sure. • Think about somebody who maintains complete control, for instance. • That leader might be fantastic for a complex, sprawling organization – but • The same person wouldn’t necessarily suit a creative organization, where collaboration is key. • So what type of leader are you? • Discover the inner workings of different leadership styles, so you can play to your strengths. • By understanding this, • You can overcome your weaknesses and seek out roles that play to your strengths. • You can increase your chances of success and gain those senior positions you’ve always dreamed of.
  3. 3. ALPHA LEADERS • Alpha leaders are charismatic, dedicated monarchs, charming, confident, strong personality and striking. • They like true monarchs, conduct themselves as if they’re the most important people in the room. Inspiring, sure, also intimidating. • Staff hang on every syllable they utter and worry over pleasing them. • Alphas firmly believe in themselves and rule accordingly – with absolute control. This style may seem egotistical, but alphas need that level of confidence. • Alphas are future-focused. They know that it takes time to build a kingdom. This leads them to invest in research and development that will broaden their portfolios even further.
  4. 4. ALPHA LEADERS • Alphas are committed to the long game; and they’re also competitive. • This means that they often stay with one business for decades, moving up the ranks over time. • But the age of the alpha is coming to a close. As the age of globalization fades away, business empires become less attractive. Instead, we’re entering an era where the benefits of inclusivity become more and more apparent. Most boards now question autocratic leadership styles. • Edit yourself: • Need to relax your grip and become more collaborative. • Delegate, listen to consumers and stakeholders, and • You’ll maintain your place on the throne while keeping step with new business practices.
  5. 5. FIXER LEADERS • Fixer leaders are the tough superheroes you need in a crisis. • Fixers are great in a crisis. They’re drawn to situations that look completely hopeless and love nothing more than leaping into the fire and finding ways to put it out. • Fixers are required when faced an existential threat: perhaps its infrastructure has failed, or its customer base has disappeared overnight. • Fixers take swift action, and they don’t fear risks. • Fixers have a knack for simplifying complex matters.
  6. 6. FIXER LEADERS • They’re great at spotting crucial pressure points and homing in on them. Everything else goes right on the back burner. • Fixers don’t tend to care. • Unlike alphas, they don’t focus on employees’ feelings. • They want to be successful, not popular. And if this means cutting wages or jobs, then so be it. • When things stabilizes, they move on, ready for the next challenge and the next emergency.
  7. 7. SELLER LEADERS • Seller leaders are adept communicators who understand customers. • They have thorough understanding of the subject they are dealing, along with ability to communicate with others, which proves a powerful combination that transforms a seller – into a leader. • The rise of the service has paved the way to a new breed of leaders: the sellers. • In an age where a reputation is always at the mercy of media coverage, being a skilled communicator is an important asset.
  8. 8. SELLER LEADERS • These leaders have overcome a seller’s greatest liability – being typecast. • If you’re a seller who wants to rise through the ranks, you’ll need to distance yourself from your background. • Sellers have the qualities which demands: resilience, confidence, persuasiveness. • To convince that you’re worthy of a place at the top, you’ll have to diversify your skillset. • If you’re a seller, don’t feel that your leadership ambitions are a pipe dream. • Sellers understand the needs more deeply than any other type of leader. In a world heavily influenced by social media, this is extremely valuable.
  9. 9. FOUNDER LEADERS • Founder leaders are driven visionaries who thrive on a challenge are creative and unconventional. • Founders are the rock stars of the world. They’re hunted by the media who love their antics and success. They love taking risks, have a certain glamor that outdazzles other leadership types. • Their stories capture the popular imagination: here’s somebody who had a brilliant idea and developed it into a party, and a thriving one. On that journey, they amass followers – loyal colleagues inspired to work alongside them. And they also attract their fair share of fans – people who idolize them. • To a founder, wealth is nice, but it’s not as important as living the dream.
  10. 10. FOUNDER LEADERS • Because founders have a clear vision and aren’t interested in working for someone else, they’re often motivated to launch their own vision. • But behind all this glitz and glamour is a visionary’s years of hard work. Founders may have an unwavering drive, but it arises from their passion about their thought. Once they’ve established themselves, it’s this passion that keeps them on the throne, even when they have lucrative options on the table. • To a founder, wealth is nice, but it’s not as important as living the dream. • But once a all is established and all scope for innovation exhausted, founders will inevitably get itchy feet. They excel in the realm of innovation, not in the routine of merely running a well-functioning organization.
  11. 11. SCION LEADERS • Scion leaders continue family legacies. • Scions are leaders who join a family legacy. Their opportunity is inherited. • But it comes with the enormous pressure to continue building the legacy that their parents and grandparents have created. • Scions don’t just inherit their positions, they also acquire vast, historical knowledge. It’s this background that guides their strategies. • Having scions onboard injects fresh perspectives into a party – and that supports longevity.
  12. 12. SCION LEADERS • The older generation can easily get set in established practices. And their stubbornness can be a liability in the contemporary world, with its constantly evolving trends. • It can be a tough gig filling the shoes of a successful parent and, if you’re a scion, expect some flack from those who don’t have the benefit of inherited opportunities. • But if you embrace your role as a heir and learn from your predecessors, you’ll earn a reputation as a great leader, not just someone whose only asset is a famous name.
  13. 13. LOVER LEADERS • Lover leaders combine deep knowledge with passion. • Lovers complement professionalism with deep emotional investment in their cause. • Their passion sets them apart from leaders who don’t have that personal connection. • When a lover speaks about their passion or work, their love shines through. • No one can fail to be captivated. This makes lovers ideal promoters of their passion. • They’re authentic; they really, really believe in what they do. • When lovers communicate with people or stakeholders, their message is so infused with that belief that people feel compelled to get on board.
  14. 14. LOVER LEADERS • Often, lovers become leaders after transforming a passion into a successful goal. This means that they are living their dream, so they’re less likely to switch. As a result, they’re both sound and loyal. • Since their interest in their field typically began before they were working in it, lovers have accrued a deep knowledge about the field. This is rich background, invaluable for any decision-maker. • If you’re a lover wanting to become a leader, you need to prove that your enthusiasm enhances the performance. After all, leading takes more than just love. You’ll need to manage your passion, especially in a crisis, when a clear head is called for.
  15. 15. CAMPAIGNER LEADERS • Campaigner leaders look beyond profit and performance to create positive change. • Campaigners don’t limit their responsibilities merely to what’s good for them. • They use their organization as springboards for social and environmental impact. Like lovers, they’re passionate about their mission. But their ambitions are global and long-term. • When campaigners are also founders, they can make social impact a core value of their field right from the outset. • Smart leaders understand that merely talk is no longer enough, especially if they want to attract talented millennials who are looking for more than just a hobby. Communities now expect leaders to be socially conscious and environmentally accountable. All this means that the age of the campaigner has now well and truly begun.
  16. 16. DIPLOMAT LEADERS • Diplomat leaders calmly navigate complex and competing needs. • An organization that faces so many stakeholders calls for a special type of leader – one who can exercise restraint and reflect deeply. • Diplomats are ideal when you need to balance expert advice against demands of diverse, interested and, above all, vocal parties. • Diplomats seek solutions which are inclusive. They use their highly advanced listening skills to gather information and evidence from stakeholders, and then they look for steps that will benefit the majority.
  17. 17. DIPLOMAT LEADERS • That ability to take everyone into consideration makes diplomats valuable in workplaces which strive for equity. • Diplomats are appointed to positions of authority by their colleagues. For instance, they may combine two roles: those of a partner and its chief leader. • Diplomats may not be fast-moving or charismatic. But their light-touch approach to leadership allows them to foster collaboration and promote a shared identity.
  18. 18. LISTEN • Like people, organizations are diverse and experience ongoing change. Because of this, different organizations benefit from different leadership styles at different stages of their lives. Leaders who understand their own strengths, weaknesses, and personalities recognize which type of field will benefit most from their particular leadership style. This ability benefits both organization and leaders themselves. • If you want to join the next generation of leaders, prepare to face formidable challenges. Human leaders – the ninth type of leader – are future-oriented. Digitally savvy and ready to experiment in rapidly changing environments, they’re brilliant at problem-solving. They’re also adept at mitigating the social and environmental impacts of their organizations.
  19. 19. LISTEN • To evolve into this type of leader, you need to recognize that decisions you make impact society; and you’ll also need to learn to foster profitability and sustainability, simultaneously. • Another important step is to commit yourself to inclusivity and clear communication. It’s all about creating a human-centric workplace. Recognize that people who work for your party are its core asset. They generate solutions, sure, but they also act as your party advocates. • To become a human leader, then, you need to think about field, the environment, society, and people – all at the same time. This may be tricky, but this is the future.

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