Conclusion

What will you need to lead in the future? The business world changes so quickly, no one can be sure of what the next decade will bring. But the i4cp report called Leading into the Future¹ summarized where it sees the future:

We think there will be more shared leadership and that lateral and peer-based relationships will be critical to success. We know that women are better at using networks. So will women finally have the opportunity to really show their stuff over the next ten years? Information systems are also bound to have a continuing impact on leadership. We think that leaders will become more disciplined about the importance of leading.

Virtual and remote work will require that leaders show discipline in building trust, motivating, managing performance, and getting work accomplished. Leading at a distance leaves very little room for building trust. The job of leader requires the ability to blend classic management techniques with cross-cultural knowledge and to withstand increased scrutiny while delivering bottom-line results. What you will need in the future is an ability to adapt and be resilient. Learn to be open to change. Leaders with strong business acumen understand how to assess the business environment and use that knowledge to their firm's competitive advantage and to help create their own lasting leadership legacy.

The best leaders model their values each and every day, not just in words, but in their actions. Creating a legacy is not simply what the leader does, but how others interpret those actions. So in order to leave a lasting legacy, a leader must demonstrate motives and values. Reflect on your impact, assess your behavior, and determine how your personality affects the people around you. In order to continue your leadership journey, share these models and assessments with your manager and those who report to you. Work each day to make your choices active and constructive. Take a few minutes to reflect where the decisions you made today fall on that continuum and what you might do differently tomorrow. Simply put, think about ways to increase behaviors on the effective side and decrease behaviors on the ineffective side.

Leaders make choices all day long, and, of course, they won't always be good choices, but through practice you will see that you increase the frequency of good choices you make. Ultimately, building your team and your leadership legacy is integral to get the results you desire. While those who perform well are seen as self-sacrificing, when you put what's best for the organization or the group ahead of your own needs, you can build consensus and make a difference among the people on your team and in your organization. So, begin right now to reflect on your choices that grow the business, other people, and yourself. Good luck to you on the journey!