In today’s world, clear-cut and causal relationships are becoming less and less common, and the density of networking has increased explosively. This means that leaders and employees need to acquire various effective and purposeful methods and tools to successfully respond to this complexity and keep up with the pace of change.
This includes the skills of resilience, agility, intuition and improvisation.
For leadership and self-leadership, this means a new challenge that increasingly makes the leader an enabler rather than an all-knowing, and more about trusting employees rather than micromanaging. It is about creating meaning in an organization, or for a team and/or an individual, rather than just defining a pan-ready strategy.