CATALYST Issue 2 | Page 17

Future Proof How to be a VISIONARY LEADER The nature of work is changing as the distinction between managers and leaders dissolves. M anagers can no longer just ‘execute’; they are part of the transformational and innovation processes that the best businesses need to survive and succeed. Employees also need new levels of awareness and competence to serve not just the bottom line but the top line, too. These are where the key relationships exist that drive competitive advantage. Culture is shifting. Workers have more diverse needs, interests and lifestyles, and the uniform application of HR tools leaves them disengaged and cynical. Help people see things differently We need a new way of looking at leadership. Poor managers confront an employee’s way of being and try to change their needs, attitudes and identity, while better ones focus on actions. You can spend a lot of time trying to control behaviour at work, with mixed success. The only way of changing someone is by shifting their perception of the world, for example, by moving them into a new role. All of us, especially leaders, should agonise less about who we are and focus more on the situations we are in, challenging our perceptions and helping our people see things in new ways that can energise and engage them. Use a model that empowers At the same time, leaders can now step up and advocate Nigel Nicholson Professor, London Business School london.edu models of organisation and leadership that we know, from evolutionary biology, empower, engage and perform best in the digital age. Companies such as video game developer Valve and Gore-Tex manufacturer WL Gore have fluid non- hierarchical structures, they keep unit size small and have no formal managers, which allows leadership to function organically. They encourage learning from mistakes and allow flexible self-organising working practices to suit the differing needs and interests of employees. Australian travel agency Flight Centre has done this consciously, organising itself into highly empowered and collaborative “families, villages and tribes”. One of the most valuable side effects of this model is how effectively it engages women and breaks down the glass ceiling. Issue 2 - 2017 17