The 5 mindsets & 4 capabilities of enterprise leadership
The future of work needs new leaders who can simultaneously perform and transform. Who can lead vertically and horizontally. Who influence beyond the organization and impact the entire ecosystem. We call them the Enterprise Leaders.
And our research shows that they grow organizations 6.7% faster than their peers, but less than 14% of executives can be considered Enterprise Leaders.
Luckily, they can be developed. We have identified the capabilities and mindsets that make up an Enterprise Leader.
Enterprise Leaders master performing (running the organization) and transforming (changing the organization) across four areas:
Enterprise Leaders believe they should apply and grow their gifts in order to more powerfully give to others, the enterprise, and beyond.
Enterprise Leaders believe in identifying and addressing enterprise problems and opportunities, even when unpopular, fear‑provoking, challenging, or outside their control.
Enterprise Leaders believe that their ability to deeply understand and continuously learn about themselves and their impact is foundational to maximize their impact across the enterprise.
Enterprise Leaders believe they can multiply impact through connection and inclusion.
Enterprise Leaders believe that situations and people need to be interpreted in their dynamic relationship to the enterprise and beyond, balancing the interaction of multiple tensions, and generating creative resolutions that are more than the sum of parts.
To learn more about our Enterprise Leadership model, download our whitepaper, Enterprise Leadership: Developing New Leadership for a New World. And to discover how we can help you develop leaders who can run your business while changing it, contact us.