How to Become a More Well-Rounded Leader
By Tony Schwartz
For years, when I spoke with CEOs or senior/'sinɪɚ/ leaders, it was because they were interested in how my consulting/kən'sʌltɪŋ/ firm could help their employees become more engaged, or innovative/'ɪnəvetɪv/, or sustainably high-performing. During the past year – and especially the past six months – I’ve been hearing a different and much more personal initial question: “Can you help me better manage my own life?”
Consider the challenges that modern/'mɑdɚn/ corporate leaders — and especially CEOs — now face, in addition to running their companies every day:
A high likelihood that the company they run has a business model that is being seriously disrupted, most often as a result of technology.
A far more vocal/'vokl/ and influential/ˌɪnflu'ɛnʃl/ group of stakeholders, including employees, customers, and the public at large, all emboldened/ɛm'boldən/ by their access to social media and by the speed at which their opinions can go viral/'vaɪrəl/.
A highly volatile/'vɑlətl/ political climate that has prompted/prɑmpt/ fear and uncertainty both inside and outside companies.
Ambivalence/æm'bɪvələns/ about how to best attract, manage, and retain Millennials/mi'leniəl/, who now represent the largest generation in the workforce, expect more flexibility in the way they work, and prefer to work for employers with a mission that goes beyond maximizing/'mæksɪmaɪz/ profit.
How can leaders balance these complex and often competing demands/dɪ'mænd/? The core challenge for modern leaders, I believe, is to become more wholly human – to actively develop a wider range of capabilities/ˌkepə'bɪləti/ and to more deeply understand themselves.
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