Are You a Real Leader?—Lessons I learned working for HP, Lenovo and Samsung
A real leader?
I have to admit that being a real leader and leading a team isn’t the easiest of tasks. Especially so when part of the team operates remotely. I led teams that worked from home or were based in a different city or country. Every member of the team has his or her own character, personality and way of doing things. While I personally look at the end result and reward top achievers, I dedicate time to follow things through. I’d stretch a helping hand when needed.
I had the honor and pleasure to lead teams at three fortune 500 companies; HP, Lenovo and Samsung. And boy, were there lessons learned. Consequently, I would like to share with our customers, and subscribers the ups and downs, what worked and what didn’t. A time span of a little short of fifteen exciting years.
There is nothing more effective for the real leader than being surrounded with great successful and ambitious talent. And surely, the topics of job creation, talent acquisition, employee retention and succession planning are all rather challenging. Further, they set the right solid foundation for a fantastic team building experience. Did I mention diversity? That is the corner stone of a leader’s hiring strategy.
We’re operating in a competitive world where businesses strive to survive. Real leadership becomes a critical factor in the success or failure of businesses. This is why selecting a leader based upon his or her leadership style and capabilities is a very important step towards ensuring the well-being of an organization. Information becomes a crucial component to rely upon in building strategies to land on solid and safe grounds. The accuracy of information accessible to well-educated, experienced and competent leaders becomes, therefore, fundamental in decision-making.
A few years ago, I founded a consultancy business. The objective was to help companies structure and optimize their resources and maximize profits. I have come across many leaders. It still always amazes me how some just manage the day to day routine with no outlook into the future. In contrast, others dig deep into information and call upon experienced consultants to help them see matters from different perspectives.
How can any leader manage what he or she cannot measure? Worse still, how will practitioners with no or little academic background or enough experience put together any formula for success? Competent leaders, on the other hand, dig for information. They run necessary analysis to collect facts. Facts based management helps them draft the right plans to take their business to success. It, therefore, becomes evident that information literacy material access would be essential. Leaders, scholars and practitioners will become well equipped with reliable information.
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