#HR #RRHH Making love and making personal #branding #leadership

Within the three structures of organizations, thee three kinds of leadership reside. All important, but dramatically out of balance in most organizations we know:

Compliance Leadership - emerging from Formal Structure.
Social Leadership - emerging from Informal Structure.
Value Creation Leadership - emerging from Value Creation Structure.

Following this thought, there is not "leadership". But "leaderships". Just like the three structures they emerge from, these types of leadership are interdependent and complex, not independent or linear. In the presence of too much hierarchy, or formal power, the two other kinds of leadership are actually quite impossible to happen: Social density and connection will deteriorate. Members of the organization will find it harder to get the work done, while they game fhe formal structure and its complicated mechanics of steering and control. Organizational energy is wasted on bureaucracy (Formal Structure), and self-defence against command-and-control from the top, carried out within Informal Structure.

What do you do for work? Not, what is your job title, or what’s written in your official job description? But what do you actually do?

It’s potentially the most important question you can ask yourself if you care about standing out, staying ahead of the change curve, and continuously elevating your performance to gain access to choice assignments and opportunities to advance.

This is because the value you deliver, the results you produce, and the impact you have on others come more often from the execution of unspoken intangibles that are not reflected in your title, job description, or the daily tasks and activities you’re responsible for. This severe mismatch is based on a fundamental misunderstanding of the true demands of work.

NEW RESEARCH FROM THE FINANCIAL REPORTING COUNCIL SHINES A LIGHT ON HOW A HEALTHY CORPORATE CULTURE CAN LEAD TO GREATER PROSPERITY

A good resume can blow you away. Impressive universities and company histories may be exactly what you are looking for. A job applicant might say all the right things in the interview, at which they're wearing a perfectly pressed suit and spit-shined shoes. This is the new hire, right?

Except, at your company, t-shirts and jeans aren't just for casual Fridays. Where you went to school isn't as important as the passions you pursue on a daily basis. Every project is a cross-discipline team effort, and everybody shares credit. That's your company culture, and it's made your business successful. So no, that candidate, as impressive as they are, is not your new hire.

The "best fit" candidate is in the eyes of the beholder, which means you can define your ideal applicant however you want to make sure you make the best decision for your job requirement and your culture.

Organisations are used to accumulating ‘stuff’: from buildings, to filing cabinets, to systems and processes. Everything they accumulate makes them fit for the world of today, but often highly unable to adapt for the world of tomorrow.

The appeal of ‘stuff’ is that you can see it, you can want it, you can buy it, and you can own it. The stuff that we need in the Social Age may be less tangible: communities, trust, Social Leadership, agility, adaptability, creativity.