High Performing Individuals

It’s no longer the time of the heroic leader – the leader who walks in and takes up all the space in the room. The job of today’s leader is to create space for other people –a space in which people can generate new and different ideas; a space where seemingly disparate departments and people in the organization come together and have a meaningful conversation; a space in which people can be more effective, more agile, and more prepared to respond to complex challenges.

The new leader needs to achieve bottom-line results, but must do this through collaboration, team-work, and innovation. The key to success is being able to do all three well. While profits and funding are still important to companies and non-profit organizations, they are no longer the great differentiators of performance. Instead, there is a clear shift toward skills that are tied to relationships and managing change. Today’s leaders need right-brain skills – empathy, inventiveness, and quest for meaning – to achieve professional success and personal satisfaction.


Andre Martin (2006) The Changing Nature of Leadership (CCL report).

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