Leaders are the main point of our society. They are what lead a civilization and help lead other successful individuals. “In the business world, leaders have to be those that grasp opportunities, establish the grounds on which help their teammates reach their goals as well,” says Obi Shorinwa managing director of Ora Group. According to an article on Harvard Business Review, “How to Become a More Well-Rounded Leader” by Tony Schwartz, he mentions the various challenges that leaders are faced with. Along with running their own company, they have to deal with:
- “Ambivalence about how to best attract, manage, and retain Millennials, who now represent the largest generation in the workforce, expect more flexibility in the way they work, and prefer to work for employers with a mission that goes beyond maximizing profit.
- A high likelihood that the company they run has a business model that is being seriously disrupted, most often as a result of technology.”
“The question then arises to ask how can leaders balance these defaults and make them into more productive factors in a competing industry?” asks Obi Shorinwa of Ora Group. Schwartz says, “Think for a moment about one of your own strengths – a quality that has served you well at work and has been admired by others. Now try to recall a situation in which you have overused or over-relied on this quality. Are there occasions when your strength became a liability, causing more harm than good and even leading to the opposite of what you intended? We most often overuse our strengths under stress. When we’re not getting what we want, our instinct is to double-down on whatever has worked best in the past. It’s the same sort of impulse that prompts an addict to increase the dose when the drug of choice no longer produces the same high it originally did.”
“In this situation, our best bet is to focus on the positive and negative attributes about yourself as a leader. Your positive attributes help build a foundation, whereas maybe the negatives ones help you learn and improve on the situations at hand,” says Obi Shorinwa. We wholeheartedly agree with Schwartz, he ends his article by stating the following: “The goal is not to find a perfect balance, but to build a complementary set of strengths so that we can move gracefully along a spectrum of leadership qualities. Embracing our complexity makes us more wholly human and gives us additional resources to manage ourselves and others in an increasingly complex world.”