On November 29, 2023, at the facilities of ASIVALCO, and organized by the Cátedra de Empresa y Humanismo of UV -CEiH- and Popular Bank, an event was held dedicated to analyzing the keys to leadership for the 21st century.
The speaker was Jose Juan Agudo, manager of ATMAN and a regular contributor to CEiH. The event focused on the critical elements for managing teams in 21st century companies.
Four pillars support the action of an effective leader in the current context:
- Make visible the results of projects and their consequences.
Enabling people to make sense of their work. - Increase communication:
The pace of information exchange is currently fast, but the level of absorption and understanding is low. We need to make sure that the message gets through. - Make yourself available to your team members: Give them time one on one, listen, become knowledgeable and aware of their context. 'I am me and my circumstances…'
- Encourage face-to-face meetings:
Give face-to-face meetings a new meaning. Make it a special moment to establish and strengthen ties between the people who make up your team.
These 4 pillars translate into 7 key activities of the leader:
- Make the purpose clear. The why of things.
- Establish a new rhythm of work and communication. Leave room for conciliation and personal development.
- Monitor each person's ability and team progress. Unload the straggler.
- Make yourself more visible. Let them know they can come to you at any time.
- Increase communication. Over-communicate to get the message across.
- Empower your team. Promotes the creation of leaders.
- Ensures team well-being and confidence and each of its members.
When technology and knowledge-intensive work have undermined the traditional foundations of power, leadership is needed more than ever. Organizations that understand and address this challenge will be able to attract and retain talent.
Leaders are no longer just needed on the steering committee; every middle manager and every team/project leader is required to be a top-level leader.
