Executing business strategy is like a braid — specifically, a French braid, the beautiful, twisted strands of hair atop one's head. Both require a clear start and ongoing adjustments.
Authentic leadership is an invitation to be our true best selves, not some idealized version of a leader. And it is no easy task to develop the skills to be our authentic selves in today's complex working environments. The best way to develop self-awareness and your authentic style is through practice and feedback. Business simulations enable experiential learning in high-context situations. They create ideal environments for building your “leadership muscle” that accommodates your best self, all through understanding your strengths and triggers.
Although mentorship is a hot topic in some Leadership and Development circles, it's largely viewed as a "nice to have" for most up-and-coming leaders. According to a recent conversation with Insight Experience expert facilitator Laurel Tyler, having a mentor isn't simply a career accelerator for junior leaders; it's also a fulfilling gift to become a mentor.
Picture this: You’re a sales rep for a product that hospitals use, whether a device, a drug, or a piece of equipment. You believe in the product. You believe that it works better than the other products in the market. You’ve seen lives changed by this product. You’re proud of it.
While the Great Resignation has been making headlines the last few months, a similar phenomenon has been underway for much longer: The Great Retirement. In the third quarter of 2020 alone, roughly 30 million Baby Boomers left the job market and, since then, the rate of retirement among this population has accelerated. The greatest “so what” of both trends is that Millennials and members of Generation Z will need to fill the gap in leadership roles.
Do you ever get the sinking feeling that you may be investing resources to improve something that will soon become obsolete or unwanted? Or that something in the way you’re currently working is less effective than it once was? Status-quo thinking works well for achieving continuous improvement in a predictable world. But the world is rarely predictable these days. How then should leaders confront a volatile and uncertain business environment?