MANAGEMENT SERIES LEADING THE CHARGE What does it take to be a great leader? Kath Hudson asks the experts
STEPHEN THARRETT Club Intel: Co-founder and principal
L
eaders have to be agents of change. In today’s business world, with everything changing so quickly, every organisation wants to thrive, not just survive, and in order to do this they have to change.
Sometimes the change is evolutionary and sometimes it’s revolutionary. Most organisations fail at change because they don’t take all the steps necessary, but change always begins with the leader. They effect the change and then they have to be a pitbull to lead that change throughout. As part of this, risk is required and leaders have to be prepared to take the jump.
“We must walk consciously only part way towards our goal and then leap in the dark to our success” – Henry David Thoreau
GEORGINA FORD CK Academy: Director
E
motional intelligence is recognised today as a scarce but highly prized skill that’s critical for leadership, particularly as we now live in a
world where sound technical skills are a business given and we have 24/7 access to overwhelming information resources. Leaders have to be able to understand
their strengths as well as those areas that require improvement, and then actively seek out ways to improve. They also need to be able to put
themselves in the shoes of those they lead: often the higher up people move, the more removed they become from those they seek to lead. Leaders should focus on infl uencing people and gaining alignment to inspire and motivate.
88 Read Health Club Management online at
healthclubmanagement.co.uk/digital
“No doubt emotional intelligence is more rare than
book smarts, but my experience
says it is actually more important
in the making of a leader” – Jack
Welch, former CEO of General Electric
January 2015 © Cybertrek 2015
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