12 Whys of Leadership Growth Hacks ,for the New Knowledge Leaders.
The facilitation of smart technologies combined with interactive software, neural networked capacities of holographic immersion in real time, create an added advantage for the new knowledge leaders of the 21st century. Holographic and photonic applications are in early stage development as an integral component of mobile field interactions with leadership commanders. Mobile infield and near field communication devices are both critical to team leaders, squadron commanders, CEOs, social ePreneurs in both civilian, and military organizations. Both technologies will be common, and seamlessly integrated within the contextual framework; of real time people decisions, in the 21st century. Seamless usage of mobile technologies, the transparency of the technological interface across teams, and within teams will be the hallmark of knowledge-based social matrix leadership, and leadership models. Kolb and Francoeur (2009) clearly stated “that- learning to lead online is imperative for the future of leadership.” This is crucial; however, it is not the end of and be all for the new leadership model. Sun Tzu, The Art of War- Laying Plans (as cited in The Art of War, Cawthrone, 2008, para, 26) …. “Now the general who wins makes many calculations in his temple ere the battle is fought. The general who loses a battle makes but few calculations beforehand.” 1. Consistently the leader’s mental radar, seek to find opportunities, understand the limitations of the leader’s power, and the leader’s political boundaries; inside and outside the company. The mental model becomes, an act of mental model balancing, and counterbalancing mental acts of; integrating how competitor’s Suojanen (1983) [think, feel, create, and do] harnesses intellectual human capital, to accomplish a given set of goals for the good of the many.” Balancing leadership goals and objectives; to achieve economic results for shareholders, while maintaining integrity, is a challenge for servant leaders. Leadership is about doing what comes naturally, effectively with people, places and things, to resolve with the teams, the scenarios challenging and or opportunities as fast as possible. Practicing leadership as servant leader is and can be defined in the following outlined methods:
1. Leadership is about “intuitive insights, a gut feeling; creative solutions, to seemingly unsolvable issues immediately with accurate clarity.
2. Leadership is about trust, courage, and risk taking assessing a situation and the fallout of the problem. The modern leader of the 21st century must operate in four mental domains: a) ideapreneur, i.e. idea creator, and sellers of ideas, innovations, and knowledges. b) as an infopreneur, transmitting and brokering the information internal and external to the organizational networks, c) as an epreneur, he or she must be cognizant of the online opportunities, known and unknown, to competitors, filling the market gaps, with disruptive knowledge innovations, to become the new market industry leader, and d) as an entrepreneur utilized the knowledges, to create, knowledge products goods and services integration, consistent with the branding of the company’s strategic goals, to maximize both short and long term return on knowledge investment.
3. The entrepreneur mind set of the leader focuses on the knowledges of the present, with knowledges given from the past, mental model experiences without data sets, to determine an optimal course of action. In the truest sense the mental model of the CEO, that creates consistent innovative disruptions, accomplishes great things, because of clarity of purpose, and not focusing on knowledges unimportant to reach resolutions, principled action; actionable knowledges, knowledgeable teams; and economic or people resources to turn vision to real time actions.
4. CEOs leadership valuation have been traditionally tied into the cost Per forma of external marektshares movement in the global marketplace; however, it is this authors contention, the knowledge based CEO, as leader of the future; will be tied into their ability to unleash the tacit knowledge of the teams, to create coactive knowledge products consistently, if economic valuation is to be integrated; into the long term corporate capital gains, as reported realistically , in the corporate financial spreadsheet.
5. Leadership is not always about the order of things; “it is about the understanding the order in chaos,” within the themes of the things.
6. Leadership is about grace under pressure in the accomplishment of a given set of goals. Defining what the problem is and solving it effectively.
7. Leadership is about mental model puzzles of the leaders being simultaneously being put together, to access cognitive “tacit information, to adapt, and shape shift mentally, to create “explicit” solutions to barriers, needs and gaps. The leader must be able to bring together disparate pieces of information to make a coherent whole defense or offense in critical mass situations.
8. Leadership is about taking a leap of faith, trusting your gut, riding the wave, even when you don’t know scientifically, or logically the outcomes.
9. Leadership is not about talking the vision to the teams, it is “becoming the vision” in action.
10. Leadership is about asking the team, who they want as their team leader, whether in the board room, or shop floor, and letting them speak it loud and clear, to the opposition.
11. Leadership is about sharing with the team, the “How to Do It” and not so much the “What to Do It” in real time crisis.
12. Leadership is nothing without people, trust and faith in you as a leader. There must be no doubt, fear, envy, and distrust among the team leaders, in order to carry out directives. Every divisional leader have to understand the prime directive, “All of together are far greater than any one of us alone.” Suojanen (1983), informal conversation with Bailey, Atlanta, Georgia, GSU, School of Management.