Notes

Executive Leadership - It's Different Now ...
When I took my first job inside the corporate publishing industry over twenty years ago the culture was very different from what I know from your various corporates I deliver executive leadership skills training to now. In the 90s there was clearly still feeling of having to do your time. You most likely needed a college degree prior to deciding to worked your way up from assistant to manager and from there to director and onward (should you hadn't keeled over) to the board in the company. Normal was to the process to take decades! Super-dullsville!!

Move toward web there is a different type of leadership developing. It give less weight to individual preference know and what's your background and more to meritocracy, personal passion, drive and accountability. With the right education - understanding that doesn't always have to mean university - relevant experience and, most significantly, strong personal and professional skills, leaders in corporates is capable of doing recognition and directorships in their late 20s and early 30s.

A few (but a growing number) 're going from their own and leading multi-million (and billion) pound operations before their thirtieth birthday. Here's a significant question though: could it be more impressive to become a CEO at 35 than it is at 55 years of age?

My answer... 'no'.

Heres' what's truly impressive: any person - young, middle aged, pensioner, male, female, any culture, any socio-economic background - purchasing themselves to some extent where they recognise the keys of the true leader: vision, integrity, collaboration, transparency, enablement, compassion and gratitude.

The most usual challenge I see in delivering executive leadership skills development happens when a pacesetter has forgotten that their role would be to serve. A product or service is only going to thrive when customers, clients, readers, listeners, viewers use a happy experience of it. And the company itself are only able to deliver that when their designers, writers, developers, marketeers, sales agents and operations directors are ordered in a vision and empowered to provide.

It's always about people, it is about evolving (a thought, a brand, a means of distributing), it certainly is about a mindset of adventuring and seeing new opportunities. If courage and clarity are modeled in the CEO that spirit will filter on the directors and their management teams as will honesty, respect and ego-lessness.

My two decades ago experience was much based upon a fear & lack model too (what's inside it to me) - you had to complete as instructed because of your manager because she was using a mandate from her director. It was such as an extension of school.

Today though, one of the most dynamic companies out there make use of a type of respect and abundance - CEOs acknowledging that they can don't hold every one of the solutions nonetheless they can say for certain how you can hire creative thinkers and dynamic communicators and invest of their expansion over the given term.

My greatest satisfaction in executive leadership coaching is usually to have a corporate decision maker remember his or her own talents, creativity and courage. To get clear yet again about changes and choices; because when they're inspired they're inspiring.
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