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Success requires rethinking how leaders build trust with internal and external stakeholders personalizing career development and team building and supporting and rewarding much broader collaborative networks than ever before. These fundamental changes mean that companies need to reassess the foundations of how they develop and retain leaders. And they must do so while considering the individual interests and strengths of their team members and, of course, while delivering on traditional business imperatives. Leaders must manage trust, collaboration, and interdependencies among leaders, teams, and business units. Personal elements of leadership and connectivity have risen to the fore, and digital fluency has become a table stake. Corporate leaders must credibly demonstrate their commitments to sustainability and diversity, equity, and inclusion. Leading with purpose and empathy is more critical than ever. Now, though, leaders need to apply those capabilities in a new context, one that can become a personal crucible. We know that four capabilities are particularly tied to successful leadership over time: leading through influence, driving execution, creating possibilities from new thinking, and having an ownership mindset (see sidebar, “Capabilities for future-ready leaders”). (For more on the capabilities of future-ready leaders, see “ Future-ready leaders: Finding effective leaders who can grow with your company.”) We call these leaders future-ready because they are ready for anything.
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Taken together, these four capabilities allow leaders to build strong, trusting, inclusive relationships across their firms, which helps everyone’s new ideas get heard and supports resilience on their teams. These leaders understand that they have the ability to make a difference, rather than feeling at the whim of a bureaucracy.
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This mindset is central to resilience, one of the key elements of agility. Leaders with this capability take personal responsibility not only for results but also for the environment around them and its success or failure.
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The most curious and creative leaders bring others into their thinking as well, gathering together complementary people and ideas to problem solve. This helps them solve problems and spot opportunities for innovation and positive impact more widely than just within their organization. Leaders who demonstrate this capability are personally curious and identify novel angles and hidden possibilities. Creating possibilities from new thinking.Leaders who are good at execution are able to make tough decisions that benefit the whole system as well as progress on pressing topics and in the face of complex and novel challenges. Leaders with this capability deliver results efficiently and effectively. This helps them work well both with more senior executives and with their teams, as well as within the wider ecosystem in which their companies operate. Leaders who exhibit this capability collaborate well and are able to rely on influence rather than authority to get things done. Kaleidoscope = cv2.resize(kaleidoscope_big, (0,0), fx=0.5, fy=0.5, interpolation=cv2.INTER_LINEAR)Ĭv2.imwrite('river_valley_kaleidoscope_mask.png', mask)Ĭv2.imwrite('river_valley_kaleidoscope.We have identified four capabilities that are particularly critical for leaders to meet the expectations of stakeholders inside and outside the organization and deliver on its purpose: Kaleidoscope_big = np.vstack((top, bottom)) Points = np.array(, , ]] )ĬompA = cv2.bitwise_and(imgt, imgt, mask=mask)ĬompB = cv2.bitwise_and(img, img, mask=255-mask)Ĭomp = cv2.rotate(comp,cv2.ROTATE_90_CLOCKWISE)Ĭomp = cv2.rotate(comp,cv2.ROTATE_90_COUNTERCLOCKWISE) The other is to do a rotation by multiples of 90 degrees to the merged image. There are two arguments that allow variations. The image must be square (or cropped square - not included). Finally resize by 50% back to the input size. Then flip that vertically and concatenate vertically. Then flip it horizontally and concatenate horizontally. One merges the image with its transpose using a diagonal bi-tonal mask.