There is a new challenge in leadership – figuring out how to navigate a new fast-paced world full of leadership shiftinnovation, which is being emptied of the old command and control traditional style of thinking.

With more millennials in the workplace looking to make a major impact on the business and with a shift in responsibilities for senior teams, the new normal of leadership are waters untraveled and diving into them may lead companies to building wanting to build a new regime.

The CEB Executive Guidance for 2014 The Rise of the Network Leader: Reframing Leadership in the New Work Environment report, shows that in the past year, the role of senior leadership has changed.

As of now, senior staff:

  • Have been given more responsibility
  • Asked to achieve more and broader objectives
  • Must deliver business results faster
  • Must have a more global role
  • Experience frequent shift in job responsibilities

According to the same report, which shows the results of a CEB 2013 Succession Management Survey, 32 percent of organizations would opt to replace senior leadership team members if given the opportunity. That is basically stating that the old way of thinking isn’t exactly cutting it and there really needs to be a shift – both in management’s leadership style and in company thinking.

In a Harvard Business Review article, Are You a Collaborative Leader? they point out, that “many executives realize that they need a new playbook for the hyperconnected environment.” Their research shows that those who have created a collaborative leadership style are some of the top-performing CEOs and are continuing to climb the success leader.

These collaborative and network leaders are the way of the future. They must excel in skills that were formerly not important to top management. They must push their team to perform in new ways and move toward enterprise contribution, which is maximizing the contributions of the entire network through a collaborative effort.

The HBR article states that a collaborative leader, who is key in leading the reframing of leadership in the new work environment, must have strong skills in:

  • Connecting
  • Attracting diverse talent
  • Modeling Collaboration
  • Showing a strong hand to prevent getting mired in debate

In addition, the CEB identifies some of the key competencies as the ability to empower, motivate, listen and consult, and to have vision and innovate.

Luckily, there is hope for organizations hoping to not completely overhaul their leadership, but to make incremental changes that will result in a reframing of the leadership in the new work environment.

The CEB report outlines how leaders and organizations can shift their thinking in three ways:

  1. Leaders: Manage to a New Set of Network Building Activities
  2. Organizations: Apply and Build Network Leadership Skills
  3. Organizations: Adopt a Portfolio Approach to Succession

To read more about the new work environment, network leaders, and how to create these adjustments, please take a moment to read through the infographics and information in the CEB Executive Guidance for 2014 The Rise of the Network Leader: Reframing Leadership in the New Work Environment report.

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