Many of us remember the CEOs of the 1980s and 1990s as commanding figures who ruled with a “my way or the highway” attitude. However, this leadership style is no longer effective, especially with today\u2019s workforce, which demands inclusivity, empathy, and mentorship from their leaders.<\/p>\n\n\n\n
Gone are the days when CEOs are able to act as autocratic leaders, making unilateral decisions without consulting their teams. What we\u2019re witnessing is modern CEOs opting to embrace a servant-leader style, taking the time to mentor and coach their teams rather than dictating orders. <\/p>\n\n\n\n
This shift has become particularly pronounced when managing younger generations, who are sensitive to overly authoritarian leadership styles. <\/p>\n\n\n\n
Annelize van Rensburg<\/strong><\/a>, Director of Executive Search at Signium Africa<\/a data-aos=\"fade-up\"> and Global Chair of Signium, recalls a poignant statement made by Apple CEO, Tim Cook: \u201cDon\u2019t just accept the world you inherit today. Don\u2019t just accept the status quo. No big challenge has ever been solved, and no lasting improvement has ever been achieved unless people dare to try something different, dare to think different.\u201d\u00a0<\/p>\n\n\n\n For those accustomed to traditional leadership styles, it\u2019s a strange, new world out there. Over and above the generational dynamics, one of the biggest challenges being faced is the sluggish pace of decision-making. This trend has escalated over recent years, where leaders foster prolonged deliberation and debate over major matters with their teams, but never arrive at an actionable decision. Van Rensburg comments, \u201cInaction is often more damaging than not taking any action at all. This is where agile leadership is most needed \u2013 developing the ability to invite contribution and collaboration, but to drive decisions at the end of the day.\u201d <\/p>\n\n\n\n What\u2019s more, the CEO is no longer merely responsible for profit. Today, they are also judged on their ability to drive positive social and environmental impact, reflecting the growing importance of ESG considerations, globally. The “triple bottom line” \u2013 people, profit, and planet \u2013 is now a critical metric by which CEOs and their organizations are evaluated. To navigate this vastly different and demanding landscape, today\u2019s CEOs have to possess a wide range of skills and characteristics. Some of these may include: <\/p>\n\n\n\n A key skill for a CEO is the ability to co-create and communicate a clear vision that motivates employees and other stakeholders to work together towards shared goals. <\/p>\n\n\n\n Today\u2019s leaders take a comprehensive approach that includes people, processes, and technology. They encourage innovation and focus on creating a culture where employees feel comfortable with new tools and are motivated to learn and adapt. <\/p>\n\n\n\n Emotional intelligence is an essential skill for understanding and managing both one’s own emotions and those of others. A CEO with good emotional intelligence can create a positive work environment, helping to attract and keep top talent. <\/p>\n\n\n\n CEOs need to share a clear vision for the company, along with its goals and strategies. This means being able to listen well, communicate clearly and concisely, and adjust their message for different audiences. <\/p>\n\n\n\n Another important skill for CEOs is making tough decisions, taking responsibility for their decisions and acting appropriately if things do not go as expected. <\/p>\n\n\n\n Positioning oneself for a role at the board level requires not just an understanding of these changing dynamics but also the ability to communicate them effectively. When addressing a board, confidence and clarity are crucial. Offer relevant insights, anticipate the board\u2019s concerns, and align your messaging with the organization\u2019s unique goals. <\/p>\n\n\n\n Stephen Lennard<\/a><\/strong>, Managing Partner at Signium Australia<\/a data-aos=\"fade-up\">, emphasizes the importance of speaking the board\u2019s language: <\/p>\n\n\n\n \u201cIn my experience, board directors are relatively easy to engage and speak with. They have already achieved significant success and are open to learning and contributing to their organizations, industries, and society. They are generally willing to speak and have more time than CEO\u2019s. But they need to see you as an industry peer and also want to receive advice or information that\u2019s of value to them. It\u2019s often a symbiotic relationship.\u201d\u00a0<\/p>\n<\/blockquote>\n\n\n\n Boards today seek leaders who can guide them through both growth and consolidation phases, tailoring their leadership to the company\u2019s specific stage in its lifecycle. This means understanding the organization\u2019s current needs \u2013 whether it is in a growth phase requiring visionary leadership or in a consolidation phase that demands a stabilizing, inward-focused leader. <\/p>\n\n\n\n For those aspiring to board-level positions, it\u2019s crucial to develop the skills and attributes that modern boards are looking for. <\/p>\n\n\n\n In addition to being an expert in their field, aspiring leaders need to demonstrate the ability to understand and navigate the broader strategic landscape. This includes keeping abreast of global trends and ensuring that advice is relevant and forward-thinking. <\/p>\n\n\n\n It\u2019s important to build relationships with board members and become a trusted advisor, someone who understands not only the business but also its competitors, industry trends, and global context. <\/p>\n\n\n\n Offering valuable insights and maintaining a professional demeanor can help establish trust, making you a go-to resource for the board, even in times when they are not actively searching for new leadership. <\/p>\n\n\n\n Leadership expert and author, Simon Sinek, once said, \u201cThe courage of leadership is giving others the chance to succeed even though you bear the responsibility for getting things done.\u201d <\/p>\n\n\n\n The business landscape of today is certainly no place for the archaic, autocratic boss of yesteryear, but a place where courageous, caring leaders can thrive. Those who approach their role with curiosity and surround themselves with trusted professionals are set to make enormous strides in their careers. <\/p>\n","protected":false},"excerpt":{"rendered":" Many of us remember the CEOs of the 1980s and 1990s as commanding figures who ruled with a “my way or the highway” attitude. However, this leadership style is no longer effective, especially with today\u2019s workforce, which demands inclusivity, empathy, and mentorship from their leaders. Gone are the days when CEOs are able to act […]<\/p>\n","protected":false},"featured_media":10675,"parent":0,"menu_order":0,"comment_status":"open","ping_status":"closed","template":"","region":[10,11,15,9,76],"news_type":[19],"acf":[],"yoast_head":"\nNavigating a new landscape: People, profit & planet <\/h3>\n\n\n\n
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Three Crucial Considerations to Connect at Board Level\u00a0<\/h3>\n\n\n\n
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Tomorrow\u2019s CEOs: Courageous, Caring, Collaborative, and Curious <\/h3>\n\n\n\n