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The massive disconnect between the average employee and organisational leadership has always been a bone of contention. The Digitally Social epoch warrants the HR leadership to bridge this gap, and as always, the most progressive ones among them are adopting pioneering methodologies and practices to create a tightly knit organisation. Here’s a closer look at the key parameters that the HR leaders across the world are looking at:
It has been found that situational leadership is the most suitable for corporations because of the constantly changing global economic dynamics. Identifying leadership metrics that align to the current of projected situation of a company is a favoured strategy, but not the only one. Others include pluralistic leadership, which includes group-level decision making.
The importance of a mission statement of the organization is just as critical as its investor pitch. Thought leaders and progressive organizations weave their Mission Statements, essentially the common thread running through the entire workforce, into something specific and relatable, which is not limited to defining just the workforce, but also their own lives. Short, poignant statements make employees adapt better to organization vision while ensuring that they also live by it. A matter of reinforcement, essentially.
Potential leaders within teams and departments are often dissuaded to achieve their full potential by toxic employees. This is often the biggest hindrance to high potentials who end up underperforming when placed in leadership roles, not to mention their drastic erosion of motivation and loyalty. HR leaders need to swallow the bitter pill and deal with toxic employees by either rectification or removal, no matter what the circumstances.
Succession Planning is a key long-term function in leadership development. A primary reason for this is because grooming and preparing a potential corporate leader takes many years. With the accurate and detailed road-mapping exercise, it becomes possible for talent managers to effectively instill skills and capabilities in potentials that are desired.
The biggest risk that HR strategists and Talent Managers face is that of employee flight. More so in the case of potential leaders. To combat this, tangible and regularised retention programs, including continued education, employment terms based on perks and benefits, among several others, need to be looked into.
Leadership is a high-risk game, but it doesn’t have to be. Progressive and proactive HR leaders know this and prevent a crisis, rather than reacting to it.