By Ian Sampson
High profile leaders of the past and present have usually been great at one aspect of leadership and merely good to so so at several others. For example, George Bush was good at strategy in mobilising US citizens in the War on Terror but was pretty ordinary on fiscal responsibility, as witnessed by his $1.2 trillion tax reduction package just prior to the GFC. Mickey Arthur, the recent Australian Cricket coach was good at creating discipline but lousy in translating discipline into team spirit.
Great leaders of the present and future need to excel at so many more aspects of leadership. Today and tomorrow, leaders must be great on strategy, interpersonal relationship building, business acumen, stakeholder management, reputation building, governance, crisis and risk management, just to name a few.
In some ways this is an impossible ask Boards are making of their leaders , particularly CEOs. While we all aspire to be continuous learners, there is more to be learned than we have the capacity to learn on our own.
So as not for profit leaders grapple with the game changing questions of the day such as….
How can we fund the scale required to fulfil our mission? Or, How do we create a culture that values both performance assessment and learning from failure?
…. it is clear the best answer is beyond one person. They need to consult and draw on the collective wisdom of others.
If you are committed to finding answers to these kinds of game changing questions, have the decision making power to achieve new directions and the determination to seek innovative ways to build learning in your organisation through others contact me here and we can talk about how you do it.
We have a very effective framework to help you unearth answers to some of your most pressing problems
About Ian: Ian Sampson (B.Comm., LLB., FAICD, FAIM) is a Cause & Effective Associate. He is a Strategic Advisor to Boards and Executive Leadership Teams, an Executive Coach and a Facilitator of our Powerful Leadership in Action Program