{"id":118252,"date":"2019-09-23T13:18:15","date_gmt":"2019-09-23T11:18:15","guid":{"rendered":"https:\/\/ceadigilaw.org\/como-seran-los-lideres-y-las-empresas-de-exito\/"},"modified":"2026-07-17T17:00:37","modified_gmt":"2026-07-17T15:00:37","slug":"como-seran-los-lideres-y-las-empresas-de-exito","status":"publish","type":"post","link":"https:\/\/ceadigilaw.org\/en\/blog\/como-seran-los-lideres-y-las-empresas-de-exito\/","title":{"rendered":"What Will Successful Leaders and Companies Look Like?"},"content":{"rendered":"
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\"\"<\/a>I recently had the opportunity to attend the Leadership and Talent Management Forum<\/strong> organized by HSM<\/strong> with the participation of great speakers such as Lynda Gratton, Ken Blanchard, and Tal Ben-Shahar.<\/p>\n

They all agreed: we are living through a moment of tremendous transformation in the way we compete, work, and relate to one another<\/strong>. A future that, despite the pessimism and the economic situation, offers enormous opportunities and great challenges for companies.<\/p>\n

Lynda Gratton<\/strong>, considered a world authority on talent development in organizations, told us about the results of her latest study on the future of work<\/strong>, conducted with 21 companies and more than 200 executives from the most representative business sectors around the world.<\/p>\n

The 5 external forces that will radically change work will be: technological developments, globalization, demographic changes, social trends, and initiatives to reduce carbon levels.<\/p>\n

But the most interesting part of the study was the conclusions about the real impact these forces will have on organizations.<\/p>\n

What will companies look like in the future?<\/strong><\/p>\n

1. With authentic and transparent leaders.<\/strong><\/p>\n

In a world fully connected thanks to new technologies, leaders will be required who know how to work collaboratively, and authenticity will be demanded of them in their actions and behavior. Collaboration will not end with the leaders; on the contrary, true leaders will be the main champions encouraging everyone to contribute and add value.<\/p>\n

2. With virtual teams.<\/strong><\/p>\n

Work will be increasingly cross-functional and cross-organizational, which will mean that teams are set up virtually and meet only on rare occasions. The challenge for executives and companies will be to have the tools to manage and lead high-performance virtual teams.<\/p>\n

3. With valuable Networks and Relationships among employees.<\/strong><\/p>\n

The value of the organization will lie in its “social capital”: in the potential of internal relationships among employees and also in the personal and professional networks of the employees themselves. Building this type of relationship will be very important, since innovation will come from the participation of all employees, as participants and collaborators in the company’s strategic decisions.<\/p>\n

It will be in the diversity of this “crowd of great ideas” that companies will find the potential to innovate and become more competitive.<\/p>\n

4. With more employee empowerment.<\/strong> We are moving from the era of control to giving much more power to employees so they can adapt to what customers want. This makes them feel happy, and they pass that happiness on to customers.<\/p>\n

5. With greater strengthening of relationships with partners, consumers, and entrepreneurs.<\/strong><\/p>\n

Relationships with external actors (partners, customers, executives from other companies, entrepreneurs) will also be an increasingly important component of value creation. As Linda said, “We must not compete, but build enriching relationships with our environment”.<\/p>\n

6. With more Flexible Work.<\/strong><\/p>\n

People will increasingly seek a balance between life and work, work based more on their own needs and not on traditional social expectations, less rigidly tied to companies. Working relationships will be more virtual, more tied to specific projects. This, combined with the rising cost and depletion of energy sources, will force a reduction in business travel, which will encourage virtual work and work done from home.<\/p>\n

Lynda concluded<\/strong> that these new ways of working will demand a level of trial and error that is challenging for both employees and executives, and that only those companies that face it with that philosophy and are willing to reinvent themselves, with courage and optimism, will survive.<\/p>\n

Companies that only worry about selling more and forget their employees will fail.<\/strong> Teams will have to be taught to work within a culture of collaboration and cooperation. This cannot be bought; it will have to be created and lived within organizations.<\/p>\n

Companies that only worry about selling more and forget their employees will fail. Teams will have to be taught to work within a culture of collaboration and cooperation.<\/a><\/span>CLICK TO TWEET<\/a><\/span><\/p>\n

What will true leaders look like?<\/strong><\/p>\n

Ken Blanchard,<\/strong> recognized as one of the most influential leadership experts, and at over 70 years of age, captivated us all with his experience, examples, and forceful statements. I share some of them below:<\/p>\n

\u2022 “A good leader<\/strong> gets everyone to think positively in hard times: he is an exporter of hope<\/strong>”<\/p>\n

\u2022 “The order of priority in successful companies is: 1st Employee, 2nd Customer, and 3rd Owner<\/strong>. That is the only way sales targets are achieved”<\/p>\n

\u2022 “In the business world you have to love people<\/strong>: if you love them, you help them, you empower them, you make them grow. Great leaders spend a lot of time looking for the seed; when they see it, they water it, give it light, and make it grow. Managing people means knowing how to manage their positive energy”<\/p>\n

\u2022 “What do employees want from their leaders?: don’t grade me, help me get top marks<\/strong>. A good leader blends in so well with their workers that they ask for advice rather than orders”<\/p>\n

\u2022 “A strategic leadership<\/strong> that is not supported by an operational leadership<\/strong> only produces employees without direction and without passion”<\/p>\n

\u2022 “The values<\/strong> that work in organizations are: a fighting spirit, a philosophy open to fun, and efficiency”<\/p>\n

\u2022 “The company’s values must not merely be written down and communicated. You have to make sure they are lived and practiced<\/strong>” (In his company they ask employees to document how they live them and then everyone shares it)”<\/p>\n

\u2022 “It is very profitable to let your people act freely, trusting their brains and their decisions…And without so much bureaucracy. When we involve employees, people respond<\/strong>”<\/p>\n

\u2022 “In business you have to treat our people as if they were our partners<\/strong>. Why would they fight if they don’t feel they are part of it?”<\/p>\n

\u2022 “Leading companies are those that manage to make their employees their main customers<\/strong>, their biggest fans”<\/p>\n

\u2022 “When you stop learning you are dead. Share what you learn. The best way to learn something is to teach it to others<\/strong>”<\/p>\n

\u2022 “Humility in companies<\/strong> drives self-improvement. Learning from mistakes and accepting criticism makes us improve and grow”<\/p>\n

\u2022 “None of us individually is as smart as all of us together”<\/p>\n

Are we ready for this new style of company and leadership? Let’s start reinventing ourselves today!<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n

originally published on mujeresconsejeras<\/p>\n

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MIREIA RANERA<\/a><\/div>\n
Partner and Vice President of \u00cdncipy, a digital transformation consultancy, and Director of the Digital HR Employee Digitalization division,<\/span><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n","protected":false},"excerpt":{"rendered":"

I recently had the opportunity to attend the Leadership and Talent Management Forum organized by HSM with the participation of great speakers such as Lynda Gratton, Ken Blanchard, and Tal Ben-Shahar. They all agreed: we are living through a moment of tremendous transformation in the way we compete, work, and relate to one another. A […]<\/p>\n","protected":false},"author":2,"featured_media":5505,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"wds_primary_category":0,"wds_primary_cea_women":0,"footnotes":""},"categories":[1108],"tags":[],"cea_women":[],"class_list":["post-118252","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-digital-transformation"],"acf":[],"_links":{"self":[{"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/posts\/118252","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/comments?post=118252"}],"version-history":[{"count":1,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/posts\/118252\/revisions"}],"predecessor-version":[{"id":119227,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/posts\/118252\/revisions\/119227"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/media\/5505"}],"wp:attachment":[{"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/media?parent=118252"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/categories?post=118252"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/tags?post=118252"},{"taxonomy":"cea_women","embeddable":true,"href":"https:\/\/ceadigilaw.org\/en\/wp-json\/wp\/v2\/cea_women?post=118252"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}