Leadership development lags behind breakthrough technological discoveries, behind the development of new business models, it is slower from the changes of people awareness and changes in the environment. Leadership is in crisis, from which it will not come out with even more guidance and control, but with a radical transformation. The challenge of leadership is to open up a space for co-creation, to encourage trust, collaboration and transparency, so that organizations actually come to life as living systems.
The current system for monitoring results, which we set ourselves, is largely responsible for the focus on short-term goals and ignoring long-term objectives. We focused on only one segment of business, the income statement and ballance sheet, and forgot about others, as if the business systems were separated from other aspects of life. Destroyed ecosystems, exhausted natural resources, and people, tired from constant stress, give a clear signal that the way in which success is judged is too narrow and doesn't provide the whole picture.
We are entering a new phase of human enterprise that is redefining the criteria of success as well as re-contouring the routes to success. Even the skills required to stay successful have undergone re-configuration. So far, the traits of the body and the traits of the mind were sufficient to do well. But no longer. We now need a new set of leadership traits – the traits of the heart, defined as “wholeness, compassion and transparency.” These are the attributes that can transform an average leader in to an Exceptional Leader.
It is the high time to focus on new approaches, that come from different drivers as before. For sustainable future leadership decisions and actions need to come from the love for the humanitiy, from the most profound human values and from highly conscious awarness. This is the invitation to all leading Business Schools to change the nomenclature of their coveted Master’s Program from MBA (Masters in Business Administration) to MBC (Masters in Business with Conscience). The schools should not wait for the employers to ask for such candidates; they should convince all employers that for their own survival and growth, it is vital that hereafter they recruit management graduates only from MBC stream.
This process of transition is not merely about the nomenclature of the programme, it is more about changing the mind-set and the heart-set of tomorrow’s leaders, so that they start realizing that we have already entered an era when “the company that makes only money will be considered a poor company”.
Sustained Happiness is a natural outcome of how you lead. It is defined by “leadership attitude”. Interactive attitude necessitates a navigational change in the way leaders function. It is about anticipating tomorrow’s issues and the need to take all stakeholders in confidence. Invariably, it is the result of a leader’s ability to trust and be trusted by all stakeholders, her eagerness to work in close partnerships with them, showing sensitivity toward their expectations, and re-aligning strategies and business plans as required. This attitude is driven entirely by a leader’s core set of values. When that happens, ‘sustained happiness’ also happens, quite involuntarily actually.
It is our fervent hope that the leaders of today and tomorrow genuinely realize that the new traits of leadership are not about philanthropy; these are necessary for our survival, growth and happiness.