Creating Value Through Strong Leadership

Economic and social values are often viewed as opposing goals that organizations are inherently expected to choose between. That said, any leader with an understanding of earnings along with the desire to survive and prosper must also understand the importance of creating a strong culture through social capital. In other words, while simultaneously selecting both economic and social value is a counter-conventional view, it is one well worth widening.

First and foremost, all leaders should be focused on strategy, performance management, and the culture and structure of their people. After all, it’s not what is done, but how it’s achieved that is a true measure of corporate culture.

Growth is organically tied to positive, customer-centered culture with an emphasis on building the capability to ultimately increase performance. Therefore, good goals must align with realistic expectations; making yourself accountable and vulnerable in earning the right to leadership.

The following leadership fundamentals, based off the Harvard Business “How Great Leaders Create Economic and Social Value” Webinar, are crucial in creating a sustainable business model that will drive shared success, overcome corporate obstacles and ultimately outlast competition:

Forge a Strategic Identity

• Start with where you are and what you want to do.
• Create a strategy that connects both head and heart.
• Higher purpose and values deeply embedded.
• “Inside out” approach – who are we, what are our capabilities, what do we believe in?
• Search for appropriate opportunities.

Articulate a Sustainable Purpose for Your Company (so that people would notice if it ended)

• Mult-dimensional aspect is beyond growing top line percentage.
• Be true to purpose and vision/future.
• Find adaptive identity that can change in different circumstances.
• Constantly engage organization in dialogue (ask others how you’re doing).

Create a Community of Shared Purpose Out of Diversity

• Build an extraordinary level of commitment.
• Manage financial and culture risk: debt, growth, steady pace.
• Enhance collaboration.
• Create stronger networks and connections.
• Make diversity a source of advantage.

Commit to Collective Leadership (we rather than “me”)

• Drive career development: cross-functional/geographic.
• Develop next-generation leadership (you’re only as good as your next generation).
• Align the extended group.
• Build a true team at the top.

Last but not least, leadership should serve an essential purpose, far beyond that of making money. A successful leader will have an inspiring sense of the organization’s full potential, while holding true the conviction that ends don’t justify means in mind. With all of the aforementioned disciplines in place, your organization’s leadership will be in a positive position to prevail. After all, no position gives you power – it’s who you are and how you handle adversity.

What do you think is the most essential attribute in sustaining a strong leader?

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