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This document discusses how leaders need to prepare themselves for the fast-changing world. It outlines that today's leaders are expected to address wider impacts and lead in unfamiliar environments. It also describes the realities of volatility, uncertainty, complexity and ambiguity (VUCA) that leaders must accept. The document recommends pursuing experiences that develop skills like immersive learning, constructive depolarization and rapid prototyping. It suggests that leaders can prepare through trainings, education and keeping an open mind to change.
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Contains an article about leadership and organizational skills
This document discusses how leaders need to prepare themselves for the fast-changing world. It outlines that today's leaders are expected to address wider impacts and lead in unfamiliar environments. It also describes the realities of volatility, uncertainty, complexity and ambiguity (VUCA) that leaders must accept. The document recommends pursuing experiences that develop skills like immersive learning, constructive depolarization and rapid prototyping. It suggests that leaders can prepare through trainings, education and keeping an open mind to change.
This document discusses how leaders need to prepare themselves for the fast-changing world. It outlines that today's leaders are expected to address wider impacts and lead in unfamiliar environments. It also describes the realities of volatility, uncertainty, complexity and ambiguity (VUCA) that leaders must accept. The document recommends pursuing experiences that develop skills like immersive learning, constructive depolarization and rapid prototyping. It suggests that leaders can prepare through trainings, education and keeping an open mind to change.
How do you prepare yourself in the fast changing world and why do we need to prepare?
In this era of change and innovation, the world demands a different
form of leadership, we are now in the world where people creates the standard on what a leader should be and who the leader will be. Because today’s world is different, words like “disruption,” “innovation,” “megatrends” and “digital” jostle uncomfortably for space alongside demands for meaning, purpose, values and managing millennials. Leaders are required to answer for how responsible their organization is in its impact on the wider world. Being a leader in this unfamiliar terrain requires an upgrade, not just of skillsets and knowledge, but of the very operating system of leaders themselves.
Leaders need to be ready for all the challenges in their organization
because sometimes other persons will be buffeted them with bad publicity thru verbal or social media, but they need not allow themselves to be depressed or immobilized. To be a good leader these days, one should be aware of the managerial acronym: VUCA, short for Volatility or the challenge is unexpected or unstable and may be of unknown duration, but it’s not necessarily hard to understand, knowledge about it is often available; Uncertainty or despite lack of other information, the event’s basic cause and effect are known, the change is possible but not a given; Complexity or the situation has many interconnected parts and variables, some information is available or can be predicted, but the volume or nature of it can be overwhelming to process; and Ambiguity or casual relationships are completely unclear, no precedents exist: you face “unknown unknowns”.
Volatility, Uncertainty, Complexity and Ambiguity are the realities of
today and can be continue to be so in the future. “It won’t be getting easier and leaders must accept this reality.”
To make a better future, I am preparing myself to seek out
experiences and opportunities to learn and apply, maker instinct or ability to exploit your inner drive to build and grow things, as well as connect with others in the making; Clarity or ability to see through messes and contradictions to a future that others cannot yet see; Dilemma flipping or Ability to turn dilemmas — which, unlike problems, cannot be solved — into advantages and opportunities; Immersive learning ability or ability to immerse yourself in unfamiliar environments and to learn from them in a first-person way; Bio-empathy or ability to see things from nature’s point of view — to understand, respect and learn from nature’s patterns; Constructive depolarizing or ability to calm tense situations where differences dominate and communication has broken down — and bring people from divergent cultures toward constructive engagement and Quiet transparency or ability to be open and authentic about what matters to you — without advertising yourself; Rapid prototyping or ability to create quick early versions of innovations, with the expectation that later success will require early failures; Smart mob organizing or ability to create, engage with and nurture purposeful business or social change networks through intelligent use of electronic or other media; Commons creating or ability to seed, nurture and grow shared assets that can benefit other.
One way of attaining these experiences is by attending trainings
provided by the Philippine National Police. I have to have the proper knowledge to be applied in the course of my duty so I can act accordingly in different situations as a police officer.
Another way is to pursue a higher education, so I can keep abreast of
different developments and be updated on the current trends and demands of present situations.
Lastly, to keep an open mind and be open to changes; an open mind
for me is very important because I encounter people who are adamant to change. They easily get afraid or agitated whenever there will be changes in their organization and environment. They are afraid to change what they are accustomed to without first weighing the pros and cons of the situation. True, that it is hard to change the things that became part of our system. But there are changes for the better; change is inevitable, people change, the world change, so we have to keep an open mind in each and every situation.