The Best Leadership Advice We Heard in 2021 – News Couple

The Best Leadership Advice We Heard in 2021

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What does it mean to be a leader when the workforce becomes increasingly decentralized and traditional business models are upended by a global pandemic? Do the old axioms apply, and if they don’t, have we extracted enough market shifts to stand behind any new consensus conventional wisdom?

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These questions remain open, but towards the end of the year, we thought it wise to share outstanding views on modern leadership from the most reliable sources we can think of: Entrepreneur shareholders.

So, as part of our Best Advice series that runs throughout the month of November, our employees have picked several tips straight from features, reflection clips and profiles over the past 10 months, along with corresponding quotes that sum up what makes them superior insights into managing the year. 2022 and beyond.

RELATED: 5 Leadership Clips and How They Should Be Reimagined for the Modern Leader

Trust the people you hire

“A lot of business owners like to keep a close eye on day-to-day operations and tasks, especially those that start small. But that approach doesn’t really scale. If you bring in someone to manage operations, accounting or marketing, you have to have confidence in your decisions to give them the freedom to do with the job you hired them to do. In my experience, the right people will reward your trust in them and help your business grow in ways you might not have expected — and you’ll have a better relationship with your teams, too.” – Sean Brown, founder and CEO of GO VC, from “If you want to expand, give the people you hired the freedom to succeed”

You have a communication strategy

“Change is hard, and you will find yourself having to repeat the calls many times. Plan for that in your communication strategy. Set an expectation that things will get worse before they get better. Mistakes will happen, and things will fall through the cracks – and that’s fine. It’s predictable and a natural part of the process. كزنو ” .” — Katie Murphy, Founder and CEO of Expansion Group, from “How to pull off the most successful reorganization possible”

Offer employees more than money

“The salary is not enough for today’s employees – you have to earn people’s energy. I believe as a leader, my job is not only to help people understand the possible, but to unleash their potential to achieve the impossible.” – Ann Mukherjee, Chairman and CEO, Pernod Ricard North America, from “100 Influential Women in 2021”

Do this when interviewing candidates

“During a pandemic, children, pets and partners can be a loud audio clip interrupting our Zoom calls. There is no need to apologize for the daily interruptions that are now part of our pandemic routine. However, as a communicator and ambassador for your company, this is the number one thing you must do When interviewing candidates: Do your best to minimize all distractions that are under your control.” — Mita Malik, Head of Inclusion, Equity and Influence at Carta, of “This is the first thing you should do when interviewing candidates”

Related Topics: 5 Ways to Build Remote Driving Skills

Keep your focus on the present and the future

“[The goal is] Making the current business the best it can be – as efficient, profitable and as big as it should be in the sector. But in parallel, prepare this new world, so sometime next year someone else will have the opportunity to take charge and take it to the next level.” — Adrian Hallmark, global CEO of Bentley Motors, from “CEO and Chairman Adrian Hallmark wants Bentley Motors to be the most sustainable luxury car manufacturer in the world. It’s going well.”

Clearly define your organization’s values ​​and stick to them

“What I have focused a lot on over the past few months is what I consider a key part of the really important foundational work, which is honing our values ​​as an organization, to clearly define the company that we strive to achieve and the behaviors that are required to support that. We are now in the process of including this throughout the organization to ensure that we are able to be held accountable ourselves and each other.” – Evelyn Webster, CEO of SoulCycle, from “For Evelyn Webster, CEO of SoulCycle, the way forward is through accountability, inclusion, and purpose.”

Hire people you can lose with

“In my sport, I have hired people with whom I can lose – I will be comfortable losing them – because they are the ones who will give me the best support. I mean, they have taken the losses so hard. You want them to take it hard because you want them to be competitive. But if they are people you want to be. With them when you lose, I am sure you will be able to celebrate well with them.” – Maria Sharapova, professional tennis player and founder of Sugarpova, from The secret of Maria Sharapova’s victory: I hired people I could lose

Be prepared not to have all the answers

“I always say you can’t be good at something unless you are willing to be bad. And as I get older, I get more comfortable with not having the answers. I think it’s a great tool for leadership to be able to say, ‘I don’t know. كيفية لعب لعبة اونو ‘ It’s even worse. The leaders I have worked with or have been with are those who are persistent and exasperated in their goodness, and are really concerned about their image. So I like to say, “I don’t know. ويسترن يونيون مول العرب ” — Ryan Reynolds, actor and co-founder of Maximum Effort, of Why Ryan Reynolds says “You can’t be good at something unless you want to be bad”

Avoid Analytical Paralysis

“A leader’s focus should be heavy on execution. Shoot first, shoot later. Yes, mistakes can be made easily with this approach, but if you learn from mistakes, you can always correct course. I strive for results, I keep what works and what doesn’t fall.” It works. People follow leaders who are bold and make quick decisions.” – Ross Franklin, CEO and Founder of Pure Green, from “Master these 5 leadership skills to increase your results tenfold”

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