For many leaders and CEOs, the economic environment last year served   as a wake-up call.  The economy is one of a series of challenges that sounded the alarms during the first part of the new century.   In rapid time, leaders have become aware of geopolitical issues surrounding energy and water supplies; of the vulnerabilities of supply chains for food, medicine and talent; and the sobering threats to data and global security.

Although, these challenges, threats and opportunities are coming faster and/or with less predictability; they are coming together to influence each other and provide opportunities to create entirely unique situations.

The issues are increasing in complexity and will require unprecedented degrees of creativity to lead and shape the future marketplace.  According to a number of growing studies, many leaders share the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.  Organizations are demanding growth, and growth demands strong leadership.

Over the years many organizations have taken different paths to become faster, leaner, more efficient and more profitable. Whether its’ a process improvement, change initiatives or customer service programs, implementation and execution of any key strategy begins with people.

While process efficiencies are important and necessary to running a sound business, they will not be sufficient toward meeting the future challenges.  Research shows that after process improvement, only three in 10 initiatives meet objectives originally set out; demonstrating that execution has not necessarily improved as much over time.  Since process improvement is no longer the driver of speed, creative leaders are becoming more intentional about connecting the right people and structural synergies that can influence employees and customers in meaningful ways. These leaders have no need to crack the whip, micromanage, or command respect through compromising tactics. 21^st Century leaders spend more time in CYA activities (aka Cultivating Your Assets).

People..Partnerships..Possibilities

Speeding results is all about people. Building true partnerships with your people; talented employees and customers creates the value difference and serves as the cornerstone in a responsively agile and regarded organization. Creative leaders begin by asking the questions about the cultural components that provide differentiated value and impact long-term strategy.  By addressing these attributes upfront and taking a holistic view of their respective people portfolio they will be better positioned to seize marketplace opportunities and ensure business continuity.

Where will you find the creative and open leadership to produce such innovation that is recognized by many CEOs as being one of the most important leadership competencies moving forward? Does it exist in your workplace currently?

Clarity of Focus

For starters, leaders may want to begin with the mirror, mirror on the wall conversation. The internal dialogue that causes in-depth thinking and compels us to change when change is being called for.  These conversations focus on real depth to gain key insight for disciplined action. They’re intended to dig deep and ensure that the motivation is to help the organization and others; not about furthering hidden agendas.

Many leaders find a trusted business partner, advisor or executive coach to support them through this challenging yet rewarding exercise. 21^st Century leaders push themselves toward breakthrough thinking.

Authenticity Up Close

Leading a team of approximately 60,000 professionals in 26 countries is no small undertaking. Vineet Naya, CEO of HCL Technologies, a$2.3 billion HCL Technologies Ltd.firm, represents an emerging innovation of  management among global leaders. He works hard to challenge the status quo and views his role as Chief Question Asker, and declares openly that he is not the entire provider of answers. To avoid the dangerous traps of thinking that he must have all the answers and/or act  as if he does know all the answers, he begins each day by asking himself the following:

• Is my organization as ready to transform itself as I think it is?
• How can we accelerate the growth of the company by transforming the “how” of what we do and not just the “what”?
• By focusing on people, can I reduce the uncertainty in our business?
• Do they actually know more than I do?
• Do I act as if I know they know more than I do?
• What will help us to grow faster?
• Should people who create value be governed by people who control it?
• Am I too focused on control?
• Am I obsessed with control?
• What things do I control that I should not control?
• How can I give more control to others in the organization, especially employees who create value?
• What rules do we need to get rid of today that would help us grow?
• Would my employees’ children want to work in a company like mine?
• What would happen if there was no CEO at my company?

Leap Ahead of Best Practices

Creative, 21^st Century leaders expect to make deep changes to realize strategies, but to succeed they don’t take short-cuts in building quality relationships with their people.  As a result of investing in this step with their people, they find new ideas, take calculated risks, and keep innovating in how they lead and communicate.

How can you ensure engagement in open and inventive management styles, particularly with a new generation of employees, customers and supply chain partners? Consider these questions:

• Are the changes you’re committing to in the coming years from the team’s best thinking, the A-Game?
• Are you retaining B & C Talent and losing A-Talent? If so, what needs to change?

• Are you resisting the temptation of using the same idea mold that has been used historically?

• Are the “best practices” really the right practice in meeting future complexities for your company?

• Are the “best practices” the right fit for your culture and talent?  Are your investments reaching the right mix for your people portfolio?

• Are managers investing the right talent wisely and building the company’s portfolio? Or are management behaviors destroying key assets?

• Are your people management practices operating at mediocre, maximum or optimal levels?

• Are we as leaders ready to invite the disruptive innovation, and encourage others to drop outdated approaches and take balanced risks?

Stay Curious.

After careful review, leaders may just find that the old “best practices” are no longer suited for future growth and that next practice innovation may be the synergy  your organization’s been searching for.

What questions help you and your leaders stay focused on delivering new value and moving innovation forward?

Thanks for sharing your valuable time with us.

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Read more about how Vineet Naya is leading innovation in his new book, Employees First, Customers Second.

Photo credit:  iStockphoto

©Copyright.  All rights reserved.  Judy White, President, The Infusion Group, LLC, partnering with leaders and organizations to optimize the 21^st Century Workplace through an infusion of strategic people management consulting and executive coaching services. www.theinfusiongroupllc.com