Career leadership and entrepreneurial mindset (turn)

In the third week of March, I came to New Delhi to participate in quarterly leadership training aimed at concentrating the next generation of leaders in emerging market countries (emerging economies), including South Africa, Uganda, China, India, Brazil and Ecuador, Learn leadership and influence, discuss business, and understand the culture, history, politics, and economics of every emerging market country in a week's time.

Interestingly, when I was sitting with more than 10 other colleagues, I suddenly found out that everyone in this room had either a team or a big customer relationship or a branch manager, only me, no team, no clients, no projects, no positions. The most natural response is: Why do I develop leadership here, and where do I use my leadership power? On the other hand, I have been in touch with many entrepreneurs in the past few years, and I am also doing an in-house entrepreneurship Project, which makes me have a new understanding of entrepreneurship.

Such interesting differences and changes have led me to rethink what leadership is all about. At the same time, career leadership and entrepreneurial mentality and what is the same.

Decoding leadership

In 2014, McKinsey surveyed the understanding of leadership behavior among the 189,000 respondents in 81 organizations around the world (see below), and the last four behaviors were considered to be the most leadership behavioral approaches, namely:

• Effectively solve the problem: regardless of the size of the transaction, in the identification, analysis, planning, organization, decision-making each link to demonstrate the ability to solve problems effectively;
• Result-oriented and efficient operation: results-oriented, focus on efficiency improvement, superior execution, and accurate judgment on priority;
• Understand and support others: Build trust with colleagues, be curious about other colleagues, and truly help them overcome challenges;
• The limitations of thinking outside the box: always identify the parts of the market that have an impact on the organization and help the Organization to continually challenge and gain new value.

These four leadership actions truly embody "individuals driving organizations in varying degrees (from individuals to organizations)":

• How to "drive" to complete a transaction;
• How to "drive" the implementation of operational objectives, the formation of organizational execution, and efficiency improvement;
• How to "drive" other members in the organization to grow;
• How to "drive" organizations to break through existing values, identify market trends and challenge new strategic directions.

The prejudice of Leadership

After rethinking the characteristics of leadership behavior, our most common prejudices about leadership are revealed, which make us mistakenly understand the relationship between individuals and organizations and greatly limit the growth of individuals.

Leadership is the ability to lead

The most common prejudice is the ability to use leadership as a characteristic of leadership, and we have a natural stereotype of leaders who are passionate, outgoing, fearless, wily, energetic, and that we equate leadership with personal character, and when our personalities and leaders are different, When it comes to leadership, the individual is conflicted.

In fact, careful thinking of leadership behavior patterns, the traditional leader's character may help some behavior to achieve better results, such as goal-oriented, better compression ability, the ability to connect people, but this does not mean that these behavior patterns only leaders can complete, but only the size of the difference.

Leadership is doing management

Another bias about leadership is to equate leadership with management, which makes many people refuse to think about leadership development in the following situations:

1. Think that they are not suitable for management and not management.
2. Think that you haven't been able to manage.

In fact, leadership behavior may have some management (such as operations and people) part, but not all, leadership and management in the sense of governance itself is two concepts.

Leadership is determined by job responsibilities

Another misconception about leadership is to think of it as a role-giving responsibility, and to take responsibility for different levels of behavioral patterns at different levels, for example, when I am concentrating on the tasks assigned to me, I don't have to think about the responsibilities I can take in operations, people, and strategies.

In fact, taking ThoughtWorks as an example, most of the leaders who have the ability to influence the operation of the entire enterprise have already assumed the responsibilities of the current position before they get the current job responsibilities, and do not deny that the position can have a multiplier effect on leadership, but the position is not the determinant of leadership.

Rethinking Leadership Development

Prejudice to leadership is widespread, this is not only in the staff, managers also have a lack of awareness of leadership, for leadership training, there are the following reflections:

Over-reliance on character or value recognition

High-level leaders tend to have more traits to follow, namely, Personality attraction, which makes them more concerned with people who can be attracted to their personalities, and is considered to be in line with values. At the beginning of an organization's growth, this character-following is the best way to build leadership quickly, but when the organization slowly grows, this "lake-and-river" approach can create problems:

1. Opportunity is possessed by a few;
2. The person who is trained to imitate the leader leads to the estrangement from other companions;
3. The "losing" and "loss" caused by the leader's departure;
4. Leaders lose the patience to discover other leadership potentials.
5. A small group forming a monolithic;

Ignoring the diversity of leadership

If our prejudice is leadership training for the future management, management ability is unconsciously stressed in the cultivation of leadership is elevated, in the context of ThoughtWorks, we often talk about "pry model (Leverage)", that is, you can drive the number of other people. This is working for a long time in existing business models, and we do need managers from projects, customers, branch offices, and practices at different levels, but a growing organization is characterized by:

1. The bigger the organization, the more people need different characteristics;
2. The more growing organizations need talent for the future market.

Therefore, the establishment of the leadership training system based on the existing business model can not only meet the requirements of the larger and bigger organizations, but also the new business model.

This is particularly important in our emerging markets national Leadership Development Program, where students from 7 countries come from different backgrounds, and the training covers finance, operations, impact, sales, strategy, customers, and more.

Simplifying the goal of leadership development

When we arbitrarily believe that leadership development is the future successor, although the end result may be a new generation of leadership groups, business continuity and refinement, but the real goal of leadership development is ignored.

The real goal of leadership development is "full responsibility", which is to allow everyone in the organization to "drive the growth of the Organization" as much as possible in the context of their ability. In other words, the significance of leaders in fostering leadership is to expect that most people in the organization will be able to pursue personal rights, pursue personal responsibility, and ultimately achieve full responsibility, not just the next generation of the collective leadership.

How to develop self-leadership

Unlike most of the classmates who trained in the same period, I am not in any traditional leadership position, after leaving China, I have lost the support of my own team, customer relations and management team, then how to continue to grow in this environment. Here I share the method of self-growth, first of all three principles:

1. Training leadership is to cultivate non-authority influence;
2. The non-authority influence is pluralistic, do all means to complete your non-authority influence;
3. Non-authority influence is interrelated and does everything possible to correlate the non-authority influence of your different intervals.

Here are my training systems for self-practice:

There are two parts in the organization and out of the box, where you need to have the influence of leaders, peers, and followers, and outside of the organization you need to shape the impact of the market (forming an opinion), the customer, and the community (network).

Leader

Understanding your leader is the first step in fostering self-leadership, where the leader is not necessarily the leader in your position, he can be the person you admire in the organization, the person who affects you, or even the person who is developing the direction of the organization. What you need to do is to understand their situation as much as possible, what their goals are, where they are, and the purpose of doing so is not to please, but to "Empathy", and the tacit relationship gives you more opportunities to go beyond the opportunities created by job limitations.

Colleagues

Truly helping your colleagues is the process of accumulating "social capital", not to expect them to help you in the future, but to social that any collaborative process is an influence plus, and that help is also the establishment of exchange value and affinity.

Followed by

You must have people in the organization you can influence, they are the most suitable person to supervise your progress, and to inspire and help them as much as possible, regardless of your relationship of authority.

View

Whatever it is, it must form your own opinion, and it will help you to enhance your influence in your internal and external relations, which is why you need to keep learning and exporting ideas (and more importantly).

Customer

You may not have access to the highest basic customer relationship, but in the level you are able to reach and the customer become a trusting relationship, help them grow, and maintain the relationship.

Network

External networking is essential, perhaps you are in a new environment, the external network is actually a way to make you less lonely, these friends can be a good partner in life, but also can be the helper of the future career.

More importantly, the six areas mentioned here, you need to do it at the same time! Because the non-authority influence behind leadership is diversified (because there is no mandate), and more interestingly, the best outcome is to find relationships in each interval, such as introducing a follower to your network of people, and then giving your opinion back to the community, etc. It's all about getting stronger without your authority and not abandoning your leadership self-discipline.

If you want to develop your own leadership (or influence), ask yourself seven questions over the last 6 months:

1. Do I find people in the organization who affect myself and try to understand him?
2. Did I help my colleagues grow up?
3. Did I ever influence someone else and motivate him?
4. Have I formed my point of view based on my studies and understanding of market trends?
5. Have I ever established a relationship with a client that is more than a performer?
6. Do I try to establish a network of relationships outside my organization that is linked to the organization?
7. Do I try to connect the above 6 points?

If you can find a little evidence for each item, then you must be trying to develop your own leadership, and you must build your career well.

The entrepreneurial mindset of a career

It suddenly dawned on me that this is the entrepreneurial mindset, and as an entrepreneur you need:

1. Understand your investors and seek their help as much as possible;
2. Grow with your entrepreneurial partner;
3. Motivate your team and keep looking for partners to join the team;
4. You want to form your unique judgment on the market;
5. You need to know your customers and build intimacy with them;
6. You need a huge network of relationships;
7. You need to correlate all of this.

Here are the connections between workplace leadership and entrepreneurial mindset:

Whether your future can be a leader or not, as you will be able to succeed in the future, your career is a process of growing strength, the secret of leadership self-cultivation, and the entrepreneurial mindset of a career.

Written in the last

A lot of people invite me to start a business, I always say I will not choose to start a business, but I will be willing to help more entrepreneurs, until I take over an internal entrepreneurship project, only to understand deeply why people are so fond of entrepreneurship, the unknown curiosity, and the future of the better self, is the root of your business.

At the same time, in my opinion, for an entrepreneur, the 7 points mentioned above are what you need to do without reservation, which is the basic quality of an entrepreneur, and for a person who is willing to grow in the workplace, the leadership mentioned here is the foundation of growth.

Well, you and I start a happy business!

http://news.cnblogs.com/n/518140/

Career leadership and entrepreneurial mindset (turn)