Leadership
The perspectives shared by the Fellow members of CIRO shed light on several underlying causes contributing to issues within the “ leadership ” theme . These insights highlight key challenges that impact the effectiveness and adaptability of leadership in the industry .
Risk-Averse Leadership : A notable concern is the prevalence of leaders who tend to play it safe . This risk-averse behaviour inhibits innovation and restrains the industry ’ s capacity to explore new opportunities . When leaders prioritise maintaining the status quo over embracing change , it hampers growth and limits the industry ’ s ability to stay competitive in a rapidly evolving landscape .
Inadequate Change Management Skills : Some leaders lack the necessary skills to navigate change effectively . This deficiency prevents them from spearheading successful transformations within the industry . Their inability to manage change may result from a lack of understanding , training , or experience , leaving them illequipped to guide the industry through prolonged periods of transition and uncertainty .
Trapped within the System : Some leaders find themselves caught within the very systems they are meant to navigate . This situation can lead to a cycle of stagnation , where leaders become ensnared by bureaucratic processes and entrenched organisational norms . Consequently , their ability to initiate and drive meaningful change is compromised , perpetuating a status quo that may hinder growth and adaptability .
Resistance to Personal Change : A common challenge can be the resistance to personal change exhibited by some leaders . If leaders themselves are not open to embracing new approaches , mindsets , and skills , it becomes difficult to foster a culture of change within the industry . Leaders who are resistant to evolving their own practices inadvertently set a precedent that impedes the broader industry ’ s willingness to adapt .
Some Wrong People in Leadership Positions : Another issue highlighted by the Fellows is the presence of some individuals who are not a good fit for the leadership roles they are currently in . They observe that often ineffective or mismatched leadership is having a cascading impact , including decreased morale , misalignment of goals , and hindered decision-making . The repercussions of having the wrong people , in the wrong place in leadership positions can permeate throughout an organisation ’ s culture and performance .
In summary , the observations made by the CIRO Fellows underscore a series of interrelated causes contributing to challenges within the “ leadership ” theme . These include leaders ’ tendency to play it safe , their general lack of change management skills , being trapped within organisational systems , resistance to personal change , and the presence of individuals not suited for leadership roles . Examples of this were that leaders are time poor , but the Fellows had observed that there were some leaders with tendencies to use their position to build their career rather than focus on resolving longer lasting issues for the industry .
12