strategy+business Winter 2013 : Page 18
18 200 Chinese state-owned 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Source: “An Emerging Innovation Power: 2013 China Innovation Survey,” Sept. 2013, booz.com/made-in-china; General Administration of Customs of the People’s Republic of China; Booz & Company analysis strategy+business issue 73 leading ideas leading ideas Leadership is based on behavior and independent of role or rank. Just because someone has a fancy ofﬁ ce or an important-sounding title, they are not automatically imbued with translating them into everyday speech and writing is more difﬁ cult than it looks. Leader is an easy han-dle for a senior-level person who works across private, public, and No matter what you call yourself, you aren’t leading if no one is following. the ability to lead. Certain roles may come with the expectation that whoever holds them will be able to lead, but I have worked for CEOs who fell horribly short and with strong leaders who were ofﬁ cially seated deep in the formal hierarchy. You likely have as well. Leader is a mantle earned, not taken. The founding codirector of nonproﬁ t sector contexts. Leader has an appealing, aspirational ring to it. This is why it has been so seductive, and once we were seduced, our hearts were bound to be broken. No matter the difﬁ culty, we owe it to ourselves to stop. Today. Cold turkey. Let’s just stop calling people leaders when they fail to lead. We can call them executives, high-rank-ing ofﬁ cials, or senior managers. Those monikers will salve their egos as they acknowledge their lofty for-mal roles. Let’s reserve the meaning-ful designation of leader for those we choose to follow. Perhaps then more of those who aspire to be leaders will work harder to earn the title. + Eric McNulty email@example.com is the director of research at the National Preparedness Leadership Initiative and writes frequently about leadership and resilience. the NPLI, Leonard Marcus, cham-pions what he calls the world’s shortest deﬁ nition of leadership: People follow you. No matter what you call yourself, you aren’t leading if no one is following. Leadership is as much about followers as it is about who they follow; it is in their power to anoint a leader. Leadership is more about the why than the what. People who get s+b Trend Watch Chinese companies are raising their global proﬁ le—they now export goods at the same rate as foreign-funded companies operating in China do. And their future looks ever more global: In a recent survey of Chinese executives, 88 percent said they expect to be conducting product development for foreign markets by 2023. Chinese Companies Reclaim “Made in China” $1,200 1,000 800 600 400 China loosens foreign trade restrictions Total exports of goods produced in China US$ BILLIONS organizations to deliver on the quarterly numbers or meet produc-tion goals are good, maybe even great, managers. Management is challenging—and doing it well should be rewarded. But only when you dig deeper to discover whether employees are invested in the pur-pose and mission of the organiza-tion will you discover how well they are being led. I see management and leadership as complementary skills. Strong leaders know at least a bit about how to manage and strong managers know something about how to lead. As straightforward as I believe each of these distinctions to be, Foreign-funded companies All Chinese companies Chinese non-state-owned
S+B Trend Watch
Chinese companies are raising their global profile—they now export goods at the same rate as foreign-funded companies operating in China do. And their future looks ever more global: In a recent survey of Chinese executives, 88 percent said they expect to be conducting product development for foreign markets by 2023.
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