Leading into the Future: How Far Should a Leader Go to Prepare

To successfully prepare a business for the future, leaders must possess expert change management skills. While the idea of embracing disruption and meaningful change may seem straightforward, the reality is that organizational infrastructure and interpersonal relationships can make it complex.

Navigating these challenges can be difficult, but there are several things that leaders can do to prepare for the future:

Invest in soft skills: People often perceive emotional intelligence and self-awareness as “soft” leadership skills. However, as a leadership coaching professional, I don’t view these skills as “soft” but as essential. They form the foundation of most important inner and outer-core intelligent leadership competencies. In the economy of the future, leaders will be dependent on experts and not vice-versa. This requires leaders to sharpen their self-awareness and emotional intelligence to keep specialists engaged and focused on tasks.

Retain top talent: In today’s economy, keeping top talent will be key to success. As the job market becomes more competitive, leaders must focus on creating engaging work environments and empowering employees. This means being prepared to offer competitive compensation and benefits, as well as opportunities for growth and development. Leaders should also be proactive in addressing any issues that may be causing employees to consider leaving. By being proactive in talent retention, leaders can ensure that they have the right people in place to drive the organization’s success.

Embrace disruption: Change management is an important aspect of future-proofing an organization. Acting as a change agent requires solid authority. People often resist change, especially when it directly affects them. Leaders who choose to be agents of change must be prepared to face resistance and work to overcome it and they must be protected for embracing th

Leverage leadership abilities: Every leader has their own unique strengths and abilities. To be successful in the future, leaders must focus on building on these strengths. This means identifying what you do best and making sure that you are in a position to use your strengths to drive success. It also means being aware of any weaknesses and working to improve in those areas. By leveraging your leadership strengths, you can ensure that you are best equipped to meet the challenges and opportunities of the future.

In conclusion, preparing a business for the future requires a leader to be prepared. While the challenges of the future can be complex and difficult to navigate, by taking these steps, leaders can position themselves and their organizations for success.

Lead From Within: Change is inevitable, but it’s a leader’s preparation for it that determines their success.

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The Leadership Gap
What Gets Between You and Your Greatness

After decades of coaching powerful executives around the world, Lolly Daskal has observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when their performance suffers and failure persists. Very few understand why or how to prevent it.

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Lolly Daskal is one of the most sought-after executive leadership coaches in the world. Her extensive cross-cultural expertise spans 14 countries, six languages and hundreds of companies. As founder and CEO of Lead From Within, her proprietary leadership program is engineered to be a catalyst for leaders who want to enhance performance and make a meaningful difference in their companies, their lives, and the world.

Of Lolly’s many awards and accolades, Lolly was designated a Top-50 Leadership and Management Expert by Inc. magazine. Huffington Post honored Lolly with the title of The Most Inspiring Woman in the World. Her writing has appeared in HBR, Inc.com, Fast Company (Ask The Expert), Huffington Post, and Psychology Today, and others. Her newest book, The Leadership Gap: What Gets Between You and Your Greatness has become a national bestseller.

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