3-2-1 Leader
The journey from management to entrepreneurial leadership
The journey from management to entrepreneurial leadership
"Routine" management, with stable practices in the framework of an established organization, does not make anymore sense in our context, where adaptation is the key for survival. But the customer demands, in terms of frugality and level of service, and the performance expectations of shareholders, as well as societal and social constraints restrain the degrees of freedom of organizations.
Project-mode leadership is the cornerstone of efficient management in this fluctuating environment.
The enthusiasm of Y and Z generations for start-ups and entrepreneurship reflect their natural appetite to take-on the challenge of participating in a meaningful project.
Managers who do not have an engaging project to offer their teams will have a more and more difficult time in the context of the rejection of hierarchical authority and of the domination of networks and collective intelligence over the individual knowledge of managers.
The only way for us to avoid the need for radical transformations and painful restructuring , in the public sphere as well as in the private sectors, is to stimulate the emergence of entrepreneurial leaders and to develop the tonicity of managerial practices.
I have been quite encouraged by the response I have received from the 15 managers or entrepreneurs I have invited to participate in my book.
They have lived quite different journeys in terms of sectors - ranging from heating equipments to mobile phones, through agribusiness, consulting services, postal services, social entrepreneurship or emergency transportation. Their stories have occurred in a variety of contextual environments - from the launch of a business to turnaround situations, through phases of accelerated development and intensive transformation.
Some of them have lead their project as the chief executive of their organization, others have been involved because of their functional or operational responsibility. All of them have brought a contribution to the building of my leadership model.
My conversations with them, (...)
Project-mode leadership is the cornerstone of efficient management in this fluctuating environment.
The enthusiasm of Y and Z generations for start-ups and entrepreneurship reflect their natural appetite to take-on the challenge of participating in a meaningful project.
Managers who do not have an engaging project to offer their teams will have a more and more difficult time in the context of the rejection of hierarchical authority and of the domination of networks and collective intelligence over the individual knowledge of managers.
The only way for us to avoid the need for radical transformations and painful restructuring , in the public sphere as well as in the private sectors, is to stimulate the emergence of entrepreneurial leaders and to develop the tonicity of managerial practices.
I have been quite encouraged by the response I have received from the 15 managers or entrepreneurs I have invited to participate in my book.
They have lived quite different journeys in terms of sectors - ranging from heating equipments to mobile phones, through agribusiness, consulting services, postal services, social entrepreneurship or emergency transportation. Their stories have occurred in a variety of contextual environments - from the launch of a business to turnaround situations, through phases of accelerated development and intensive transformation.
Some of them have lead their project as the chief executive of their organization, others have been involved because of their functional or operational responsibility. All of them have brought a contribution to the building of my leadership model.
My conversations with them, (...)
