Committed to Lead
There are key moments for leadership development in a career – stepping in to a leadership void on a daring project or initiative, being formally recognized for a promotion or mixing things up entirely and pivoting perhaps to a new organization for a role with greater responsibility to lead. There’s the experiential component to big moments like these but there’s also the continuous development that you put in day-to-day, ambiently evolving through trying, testing, training and learning.
Common between these paths is that your development can occur whether it’s formally recognized or not. Informal leadership is often the vehicle to eventually gain recognition but it’s largely driven by instinct and intuition or a concerted effort to self-study and develop. Everyone has the opportunity to lead themselves, their team, a function, a new product and ultimately within the organization itself.
Because the pathway to leadership is not a one size fits all approach we need diverse entry points for those that have stepped into the space to take on the responsibility. Many of the opportunities to learn with Hyper Island centre around leadership, but also self-leadership. People come and ask us for help in developing themselves and leading others. It’s a commonality across our experiences and core to our methodology and is not unique to just first time or seasoned leaders, both seek continuous development.
“If our market changes at increasing rates and so do the dynamics of our work and collaboration, in which way should our approaches to leadership change?”
At one end of the leadership spectrum you have an individual thrown into the game and maybe unprepared but is keen to seize the potential of the moment, even while lacking foundational knowledge of theories, models and frameworks that drive leadership development. At the other end of the spectrum you have a seasoned leader, educated, trained or drawing from years of experience leading others. But as dynamics of work change, as the pressures for performance mount, combined with the evolving needs and values of team members, regular updating is needed to ensure one stays abreast to change.
In order to help us continually move forward, at the moment we are reflecting on these questions:
- If our market changes at increasing rates and so do the dynamics of our work and collaboration, in which way should our approaches to leadership change?
- If emphasis is placed on the contributions of team members, and team is most important, how are leadership responsibilities distributed in a shifting hierarchy and cross-functional collaboration?
- With an abundance of media, research and management approaches at our finger tips, how do we know what is the right path to develop for ourselves?
There are some things, which are core to human nature that we know, but we also are being exposed to new research and understanding from neuroscience that challenges some conventional norms on what it means to lead. It’s a complex space and intimidating to many – whether in their first formal leadership position or as a seasoned veteran. Like any skill or attribute we have, it’s important to continually lean in to that capability, nurture your development and shape how you continue to show up for those you lead day-in and day-out.
Leading Teams in the Digital Age
Over 6 weeks discover the capability to embody the leadership qualities you wish to role model for your team and organization. Whether as a first time leader or someone looking to update and refresh in the most foundational and up to date, models, theories, tools and approaches to leadership, Leading Teams In A Digital age is the virtual offering for you.