Do you need to be a predator to survive in business? At one time, being a predator seemed like a must-have in the corporate structure. Pop-culture was filled with references to those who had a trail of preverbal dead-bodies in their wake. But what was the outcome and the cost? Short-term, long-term, ethically?
Aren’t we better than that? Even in the most competitive industries, we have the capacity to make the difficult business decisions while maintaining relationships; the whole-ness of the individual left intact; happy, shiny, engaged people within our organizations working towards a mutual goal.
Welcome to the age of leadership: “an influence relationship…it is active, reciprocal, and non-coercive.” Lets say good-bye to heavy-handed, top down, command and control management practices of the past, we’re done with you! There is however a slight caveat to this however, we do need a balance of managing and leading, but the trick is knowing when, how, and why and ensuring the predatory practices remain in nature.
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Leadership definition derived from Kouzes and Posner (2002). The Leadership Challenge – a great read.