A Contemplative Leader is More Than a Competent Strategist
To flourish in today’s demanding and complex business environments, pill leaders need more than just good strategic thinking and planning skills. They can no longer rely on old tried and true models of traditional leadership and expect to achieve new levels of success. For starters they need to be customer centric, viagra 60mg strategic visionaries and compelling communicators. As you read the definitions of a contemplative leader, nurse think of someone who exemplifies these competencies. Ask yourself what specific behaviours this leader demonstrates and how is he impacting your employees differently than other leaders who don’t yet have these competencies.
Contemplative leaders are Customer Centric. These leaders are passionate about understanding the key drivers of success for their customers. They find ways to say yes to customers with enabling policies, programs and processes. They remove barriers and promote high standards of customer service at all levels of the organization. Customer centric leaders make it easy for customers to do business with them and are relentless in cultivating an employee mindset which is focused on finding new ways to anticipate needs and exceed customer expectations. They build loyalty by listening and responding to their customers’ concerns and feedback and they make continual improvements to their levels of customer service.
Contemplative leaders are Innovators. Not content with the status quo, these leaders leverage innovation and technology to increase and maintain the competitive advantage of their organizations. Innovators advocate for and are catalysts for new thinking. They foster open environments, seek employee input and ideas; and encourage them to challenge conventional thinking. They remain open to fresh perspectives that lead to exceptional customer service and enhanced business results.
Contemplative leaders are Visionaries. They are highly aware of opportunities in the global market place and the organization’s strengths and weaknesses. They use this information along with analytics to identify trends and shape the vision and mission of their organization. They apply global thinking to shape a vision of what’s possible. These leaders establish and model values that are congruent with the organization’s mission and vision.
Contemplative leaders are Strategists. Strategically oriented leaders create audacious goals to maximize the potentiality of the organization and, at the same time, focus on the right activities. They ensure that corporate goals are cascaded throughout the organization and that they are aligned vertically and horizontally across the organization. These leaders create scorecards and key performance indicators to measure trends and results in all key business activities. Effective strategists build on and leverage collaborative relationships across business units and corporate services to align efforts and create agility in the organization. They allocate resources to maximize profits and productivity while eliminating waste and minimizing costs.
Contemplative leaders are Analysts. They make use of the analytics and tools available to dissect business information and understand what’s happening in the external environment and industries that can potentially impact their strategies. These leaders judiciously evaluate the outcomes of the previous business cycles to learn about the organization’s successes and failures. They make decisions that are well-informed, supported by the analytics and aligned with company values and principles.
Effective contemplative leaders are Compelling Communicators. They create multi-directional channels and relentlessly communicate their vision, values, strategic goals, objectives and organizational changes to all stakeholders. They use a variety of media and platforms to provide information, seek feedback and measure the effectiveness of all communications. Their open door model ensures a constant flow of information and breaks down barriers. Communication channels are top-down, bottom-up, lateral, cross-functional and peer to peer.