Challenges and leadership: times of transformation.

The emergence of the Covid-19 pandemic represented a radical and unprecedented change in at least the last 25 years. The completely changed environment in which companies operated since the beginning of the 21st century has been transformed in all aspects.

Today, changes are global and simultaneous in the economy, politics, technology, health, climate, and profound alterations in human behavior.

We are living in a decade that demands the most qualified leaders at the head of organizations, those capable of creating and fostering a culture that guarantees the ability and enthusiasm to move towards success, despite the circumstances.

According to Professor John P. Kotter of Harvard University, world-renowned in organizational leadership, leadership goes beyond what a charismatic manager can provide. Kotter sustains that it requires vision, opportunity, agility, inspiration, passion, innovation, and celebration. It is not just about managing projects, reviewing budgets, or maintaining hierarchical relationships, but also about committing to an established plan. However, focusing solely on these last aspects does not guarantee success in a world characterized by turbulence.

According to Kotter, companies that are driven by powerful internal forces excel thanks to an agile network structure and require a different type of leadership than traditional. So, what is expected of leaders in this new landscape? It is no longer based on classic command and control, but rather evolves based on the culture that is created to attract, retain, and connect employees.

The study “The Arc to the New Leadership” carried out by Accenture highlights three recommendations to create successful organizational cultures through modern leadership: comprehensive, connected, and agile.

The comprehensive focuses on the purpose of the organization and its role in society, considering a broader context that ranges from economic conditions to political reality, social justice movements, environmental urgency, and dizzying technological change. Such leadership can recognize external pressures, adapt, and adapt to their organizations.

On the other hand, connected leadership seeks to generate cohesion. The objective is to ensure that employees give their best and produce better results for the business; it is necessary to motivate them and promote co-creation and collective action. In this sense, individual actions are no longer enough, and it is crucial to work in ecosystems where connection and comprehensive employee satisfaction are fundamental.

Finally, agile leadership requires the creation of a highly innovative and decentralized environment. This involves a degree of trust and experimentation, especially crucial in times of uncertainty. Agile leaders promote improvement and innovation as a culture, encouraging people to think big and continually challenge the status quo, offering opportunities to create change and the freedom to fail and learn. In addition, they encourage customer-centered decision-making, promoting systems that maximize successful decisions, providing information, tools, and new skills to teams, and placing collaboration as a significant principle of organizational culture.

Agility is relevant, especially in large organizations, with complex hierarchies, processes, systems, and rules, which can hinder necessary transformations.

In this context, the phenomenon of the great renunciation takes on a new meaning. While many workers are seeking new opportunities, others are actively searching for a connection that will boost their personal and professional development.

It is the responsibility of leaders to foster this connection and facilitate the transition to new scenarios of talent, competitiveness, and value for business.

Today's leaders are called to evolve in our role, understanding the challenge of leading organizations with diverse generations, from baby boomers to centennials. It is essential to understand that younger people are motivated more by purpose and impact than by money and position.