Zintro experts outline leadership priorities

LeadershipDial1We asked CEOs to tell us about their leadership priorities by answering these questions: How do you use leadership priorities to make important decisions? What are some new trends in leadership that you are interested in? How are you incorporating these new ideas? Their stories are diverse, in-depth, and insightful.

Paulo Aguiar, general manager of a holiday rental booking website inEurope, says thatwith more information reaching our fingerprints, leadership is in constantly being re-shaping. “The Y generation is no longer willing to wait years for things to happen. They live on creativity, flexibility and a feel good factor, keen to recreate their home environment. They are not only looking to make money, they want to do something they are passionate about,” he says. “Companies need to have strong leaders and several evangelists, for example line managers and team leaders, who support the same values and help build the leadership culture throughout the organization. Leaders need to empower team members so they are the ones that drive their own leadership development process. Listen to what they say, adapt your speech and coach them on a daily basis – as tomorrow’s leaders it’s our responsibility to show them what their responsibilities are and how a company’s future relies on their acts.”

Aguiar encourages business leaders to embrace new changes, adapt to new technologies, understand the concern of team members, and make them part of the community when possible

Chase LeBlanc, a hospitality management performance consultant, says that in business, leadership matters. “The words leader and leadership were once accepted definitions of people at the very top. Now, they have been widely broadened to reflectively include those who contribute to the process of moving things forward at any level, in any business setting,” he says. “Most of my contacts are prioritizing the following issues in a manner that reflects their financial circumstances: execution of strategic initiatives; obtaining, training and developing talent; cultivating a culture of innovation and connectedness; and forwarding change necessitated by external forces.”

LeBlanc like to think of leadership like ice cream and the specific business, industry, or circumstances as the flavors. “It is impossible to use chocolate chip and make it work when pistachio swirl is required, unless you only care about the ice cream and not about how it tastes. Poor leadership leaves a bad taste in everyone’s mouth. The mixing of flavors (or leadership styles/skills) is a creative endeavor. The quest of all leaders, doing the right thing at the right time, time after time, is not a science; it’s the repetitive capture of quicksilver. An enlightened/contemporary approach demands different leadership skills for an ever-changing set of circumstances and roles,” LeBlanc explains.

Leadership is simply a role, LeBlanc reminds us. “It can be definitive or derivative, but it is still just one of many roles that are played out within any human enterprise.  Management is a job with an accompanying job description, but try to find a formal company job description for leader. Leadership and management are properly awesome together like ice cream and a cone, but they are not the same thing.”

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By Maureen Aylward

Zintro has experts in every industry sector, across every job function, in every geographic region. Recently, some of the following topics have seen inquiry activity: