One thing remains unchanged during the era of robotics and artificial intelligence: leading is human.
These days, many troubled executives aren’t getting a lot of sleep. In addition to the great challenges that the next generation of leaders will face, they face the greater responsibility to remain competitive as digital innovation continues to transform their workplace.
In the decade a truth like a rock in the digital era remains stable with the forecasts of robotic and artificial intelligence impacting two billion jobs: lead is human.
While we can take the easy road and blame leaders for their lack of global seismic ability, by educating current leaders effectively as citizens in age of robots, we will start listening to the advice of current research and best practice. Some examples below are intended to reduce other managers ‘ sleeplessness.
- Recruit more women leaders
According to demographic data from more than 1400 organisations, businesses with a higher number of women in management roles around the globe have been found to be 1.4 times more likely to grow sustainably and profitably and be better prepared to deal with digital disruption.
“Members in more gender-diversity organizations have twice as often as their peers in low-diversity surveys that their members work together to develop new approaches and opportunities, with multiple perspectives evaluating progress,” the Global Leadership Forecast 2018 says.
- Build a community guided by purposes
In the same study, 42 percent were found to outperform companies with strong work cultures. Cultural cornerstones including clearly communicated goals, peer counselling, creativity, psychological confidence and diverse relationships are routinely created by leaders responsible for creating a high-performing community.
- Provide people with a positive future vision
A growing number of statistics suggest that happier people are better employees. In her famous HBR research, Annie McKee,’ Being happy at work,’ her team concluded that practically everyone wants to feel a good meaning in their work and have excellent connections with colleagues and superiors in order to be completely involved and satisfied. The third discovery? A positive future vision.
Many individuals, noticed by McKee’s team, want to see and learn how they match a convincing vision of the future. This requires strong leaders who can connect the organizational vision to the aspirations of people and then effectively convey the vision.
- Raise the pyramid
Through adopting a bottom-up leadership style through the inversion of the corporate pyramid, workers are more relaxed. It also encourages workers to deliver more quality and meaningful work, since leaders at the bottom of the pyramid have the ability to inspire and expand their employees rather than “manage” their jobs.
Regular discussions are different in bottom-up leadership structures; the emphasis is on the areas in which workers need the most support and not what their supervisors need them to do. The two parties deliberately co-create ways to fix their problems. Each ladder stroke in an inverted pyramid supports the ones below that means that the whole company fires on full cylinders and achieves the best possible performance.