A new leadership for new scenarios
A newly published book tells us how to be a leader in the time of complexity
How to effectively develop the powers of persuasion and management for the good of the company and the people who work there. This is the goal of all (or almost all) managers. And, if you think about it, it is also the goal of anyone who is tasked with “managing” an organisation and so, also the social system or a state. Yet often it is easy to find politicians who are incapable of providing convincing answers to the economic and social challenges that affect the population; as well as self-centred and narcissistic managers who are more interested in achieving their own goals than in the growth of an organisation.
Reading “Essere leader in un mondo complesso”, written by Alessandro Cravera and recently published, helps to understand the difficulties of being a leader and, above all, the tools that should make it easier to be a “good leader” of any organisation.
Cravera attempts to answer two sets of questions. Is it a “difficult” world that puts spokes in our wheels? Or are our ideas inadequate for a scenario that is (more than) rapidly changing? In other words, is it everything around the leader that creates difficulties, or is the leader the problem?
The book is a journey – in just under 200 pages – that helps us understand the difficulties of leadership and, then, the most correct path to take in order to overcome them. A path whose stages we understand from the very first pages, in which the author talks about the need to favour sharing over protection, and experimentation and mistakes over planning and programming.
The narrative therefore begins with an in-depth look at what “being a leader” really means, then moves on to the origins of the idea of leadership and then to the “terrain on which to build a new leadership”. A terrain featuring some fixed points that indicate the right equipment to use and, above all, the notion that “there is no leadership without wisdom,” meaning that it requires a culture of attention and listening, which is intrinsically linked to good business practices and the ethical conduct of society.
Essere leader in un mondo complesso
Alessandro Cravera
Egea, 2024
A newly published book tells us how to be a leader in the time of complexity
How to effectively develop the powers of persuasion and management for the good of the company and the people who work there. This is the goal of all (or almost all) managers. And, if you think about it, it is also the goal of anyone who is tasked with “managing” an organisation and so, also the social system or a state. Yet often it is easy to find politicians who are incapable of providing convincing answers to the economic and social challenges that affect the population; as well as self-centred and narcissistic managers who are more interested in achieving their own goals than in the growth of an organisation.
Reading “Essere leader in un mondo complesso”, written by Alessandro Cravera and recently published, helps to understand the difficulties of being a leader and, above all, the tools that should make it easier to be a “good leader” of any organisation.
Cravera attempts to answer two sets of questions. Is it a “difficult” world that puts spokes in our wheels? Or are our ideas inadequate for a scenario that is (more than) rapidly changing? In other words, is it everything around the leader that creates difficulties, or is the leader the problem?
The book is a journey – in just under 200 pages – that helps us understand the difficulties of leadership and, then, the most correct path to take in order to overcome them. A path whose stages we understand from the very first pages, in which the author talks about the need to favour sharing over protection, and experimentation and mistakes over planning and programming.
The narrative therefore begins with an in-depth look at what “being a leader” really means, then moves on to the origins of the idea of leadership and then to the “terrain on which to build a new leadership”. A terrain featuring some fixed points that indicate the right equipment to use and, above all, the notion that “there is no leadership without wisdom,” meaning that it requires a culture of attention and listening, which is intrinsically linked to good business practices and the ethical conduct of society.
Essere leader in un mondo complesso
Alessandro Cravera
Egea, 2024