7 Key Tensions Every Leader Must Balance

Harvard Business Review

13 Jun 202410:03

Summary

TLDRThe video script discusses the evolution of leadership in the digital age, identifying seven key competencies for success. It introduces the concept of 'seven tensions' between traditional and emerging leadership styles, emphasizing the importance of balance. Leaders are advised to navigate these tensions, such as between being a power holder and a power sharer, or a listener and a teller, to adapt effectively to change. Case studies of Angela Ahrendts and Mathias Döpfner illustrate the effective management of these tensions, highlighting the need for emotional intelligence and the ability to toggle between different leadership approaches.

Takeaways

🌟 Leaders need to balance traditional and emerging competencies in the digital age, with seven identified tensions crucial for success.
💡 The 'Power Holder' provides reassurance and security, especially in times of change, while 'Power Sharer' develops others and frees up time for strategic pursuits.
🔍 'Tactician' focuses on short-term steps and immediate next actions, contrasting with the 'Visionary' who creates and inspires with a big-picture vision.
📍 'Consin' stands for having a clear, non-negotiable North Star, whereas 'Adapter' sees constant change and adapts the message as new information arises.
🔑 'Perfectionist' ensures a perfect finished product, whereas 'Accelerator' values speed over perfection, aiming for quick results.
🤔 'Intuitionist' makes decisions based on gut feelings, while 'Analyst' relies on data and evidence for decision-making.
🔭 'Minor' dives deep into specific technologies or market segments, in contrast to 'Prospector' who has a broad understanding of opportunities and threats.
🗣️ 'Teller' gives direction as an expert, whereas 'Listener' seeks to understand and learn from others, valuing their input.
🔄 Effective leadership is about moving between these tensions rather than standing on one side exclusively, requiring high emotional intelligence.
🛠️ Leaders should identify 3 or 4 tensions that are most important for them and focus on those, as relying too heavily on one side can lead to apparent downsides.
🌐 Examples of successful leaders like Angela Ahrendts and Mathias Döpfner demonstrate the balance of traditional and emerging leadership traits in practice.

Q & A

What were the original goals of the researcher mentioned in the script?
-The researcher's original goal was to identify the competencies that leaders in the new world need to be successful.
How many competencies were identified in the research?
-The research identified seven competencies.
What are the seven tensions of the digital age as mentioned in the script?
-The seven tensions are between traditional and emerging leadership styles, including power holder vs. power sharer, tactician vs. visionary, consin vs. adapter, perfectionist vs. accelerator, intuitionist vs. analyst, minor vs. prospector, and teller vs. listener.
What does it mean to be a 'Power Holder' in the context of the script?
-A Power Holder is someone who holds power in a way that provides reassurance and security, especially during times of change and instability.
How does a 'Power Sharer' differ from a 'Power Holder'?
-A Power Sharer shares power to develop others and free up their time for more strategic pursuits, as opposed to a Power Holder who maintains authority to create security.
What is the role of a 'Tactician' in an organization?
-A Tactician is someone who is short-term focused, breaking down the vision into actionable next steps for different roles and levels within the organization.
Can you explain the difference between a 'Visionary' and a 'Consin'?
-A Visionary sees the big picture and creates an inspiring vision, influencing and persuading others to adopt it. A Consin, on the other hand, has a clear North Star, is stable in messaging, and communicates non-negotiables.
What is the significance of being an 'Adapter' in the context of leadership?
-An Adapter understands that change is constant and adapts their message when new information becomes available, viewing this adaptability as a strength rather than a weakness.
How does a 'Perfectionist' compare to an 'Accelerator'?
-A Perfectionist is detail-oriented and ensures a perfect finished product is delivered, whereas an Accelerator sacrifices perfection for speed, believing that 'good enough' is acceptable in order to move quickly.
What is the role of an 'Intuitionist' versus an 'Analyst' in decision-making?
-An Intuitionist makes decisions based on gut feelings, while an Analyst relies on data and evidence for decision-making.
What is the difference between a 'Minor' and a 'Prospector' in terms of focus?
-A Minor goes deep and wants to understand a specific technology or market part, whereas a Prospector has a broader understanding and is hyper-aware of opportunities and threats in the environment.
What is the downside of being only a 'Teller' in leadership?
-If a leader is only a Teller, others may feel disengaged, their voices unheard, and the leader's expertise may become narrowly focused.
Why might a leader struggle with being both a 'Listener' and a 'Teller'?
-A leader might struggle because they may feel the need to maintain authority as a Teller while also understanding the importance of being receptive and learning as a Listener.
What is the importance of emotional intelligence in navigating the seven tensions of leadership?
-Emotional intelligence is crucial as it allows leaders to assess situations and context, enabling them to switch between traditional and emerging leadership styles effectively.
Why should leaders not aim for a perfect balance in all seven tensions?
-Aiming for perfect balance in all seven tensions might be too much, and leaders should instead focus on three or four tensions that are most important for their context and role.
What did Angela Ahrendts, former CEO of Burberry, do to balance being a Listener and a Teller?
-Angela Ahrendts balanced being a Listener and a Teller by being curious about her Millennial customers and listening to their needs while also maintaining non-negotiables and providing clear frames for her team.
How did Matias d'Avoine, former head of Axel Springer, balance being a Minor and a Prospector?
-Matias d'Avoine balanced being a Minor and a Prospector by deeply understanding the changing media industry and adapting to it like a startup, while also divesting in areas of no competency and investing in areas of strength.
What are the common fears that prevent leaders from exploring the full range of the seven tensions?
-Leaders may fear being seen as authoritarian if they hold power, or they may fear failing if they try to be more visionary or storyteller-like, which prevents them from exploring the full range of tensions.
Why might leaders feel terrified of the changing world and the potential irrelevance of their expertise?
-Leaders might feel terrified because the changing world implies that their existing expertise may no longer be as relevant, and they may question their ability to remain effective while sharing power and listening to younger generations.

Outlines

00:00

🌟 Leadership Competencies in the Digital Age

The paragraph discusses the evolution of leadership in the digital age, identifying seven key competencies that modern leaders need for success. These include being a visionary, an adapter, an accelerator, an analyst, a prospector, a perfectionist, and a listener. The speaker emphasizes the importance of balancing traditional leadership styles with emerging traits. They introduce the concept of 'seven tensions of the digital age,' which are the conflicts between traditional and emerging leadership approaches. Examples of these tensions include the power holder versus power sharer, tactician versus visionary, and perfectionist versus accelerator. The speaker suggests that leaders should not aim for a perfect balance but rather identify the three or four tensions most relevant to their context and adapt accordingly.

05:00

🔍 Embracing Leadership Tensions for Effective Change

This paragraph delves deeper into the concept of leadership tensions, illustrating how leaders must navigate between traditional and modern approaches to remain effective. It highlights the importance of emotional intelligence in understanding when to apply different leadership styles. The speaker uses the example of Angela Ahrendts, former CEO of Burberry and head of retail at Apple, who balanced being a listener and a teller effectively. Another example is Mathias Döpfner, former head of Axel Springer, who toggled between being a minor and a prospector, adapting to the changing media landscape while maintaining core competencies. The paragraph also addresses common fears leaders have about adopting certain styles, such as the fear of being seen as authoritarian when holding power or the fear of failing when trying to be visionary. The speaker encourages leaders to explore these tensions, challenge their misconceptions, and expand their range of leadership styles to better adapt to the evolving world.

Mindmap

Keywords

💡Competencies

Competencies refer to the set of skills, knowledge, and attributes that enable an individual to perform effectively in a particular role. In the context of the video, the term is used to describe the essential qualities leaders need to succeed in the modern world. The script identifies seven such competencies, emphasizing the importance of balancing traditional and emerging leadership traits.

💡Leadership

Leadership is the process of influencing, motivating, and directing a group of people towards achieving a common goal. The video discusses the evolution of leadership in a 'VUCA' (Volatile, Uncertain, Complex, and Ambiguous) world, highlighting the need for leaders to adapt to new challenges and embrace both traditional and emerging leadership styles.

💡Traditional Leadership

Traditional leadership is characterized by a command-and-control style, where leaders hold power and authority to direct others. The script contrasts this with emerging leadership styles, noting that even the best leaders still utilize elements of traditional leadership when necessary to provide stability and reassurance.

💡Digital Age

The term 'Digital Age' refers to the current era dominated by digital technology and the internet. The video introduces the 'seven tensions of the digital age,' which are the conflicting leadership approaches that must be balanced in this era, such as power holder versus power sharer, and tactician versus visionary.

💡Power Holder

A power holder, as mentioned in the script, is a leader who maintains authority to provide security and reassurance, especially in times of change. This concept is part of the 'seven tensions,' illustrating the balance needed between holding power to ensure stability and sharing power to develop others.

💡Power Sharer

A power sharer is a leader who distributes authority to help develop others and free up their time for more strategic pursuits. This term is used in the script to describe a leader who empowers their team, fostering growth and innovation, in contrast to a power holder who集中权力.

💡Tactician

A tactician is someone who focuses on short-term actions and the immediate next steps. In the script, this term is used to describe a leader who can break down a larger vision into practical, actionable steps for different roles within an organization.

💡Visionary

A visionary is a leader who can see and articulate a broad, inspiring vision for the future. The script emphasizes the importance of visionaries in influencing and persuading others to embrace and work towards that vision, which is a key competency in the digital age.

💡Adapter

An adapter is a leader who thrives on change and sees the ability to adapt their message or approach as a strength. The script uses this term to highlight the importance of flexibility in leadership, especially in a world where new information and circumstances constantly arise.

💡Perfectionist

A perfectionist is a leader who is detail-oriented and strives for a flawless end product. The script contrasts this with an accelerator, showing the tension between the need for perfection and the necessity for speed in a rapidly changing environment.

💡Accelerator

An accelerator is a leader who values speed over perfection, recognizing that 'good enough' may sometimes be preferable to delay progress. The term is used in the script to illustrate the trade-off between achieving the best possible outcome and the need to act swiftly in response to changing conditions.

💡Intuitionist

An intuitionist is a leader who makes decisions based on instinct or 'gut feeling.' The script contrasts this approach with that of an analyst, who relies on data and evidence for decision-making, showcasing the different leadership styles that can be effective depending on the situation.

💡Analyst

An analyst is a leader who bases decisions on data and evidence rather than intuition. The script describes this as a competency that can be crucial in making informed decisions, especially in a complex and data-driven digital age.

💡Minor

A minor, in the context of the script, is a leader who goes deep into a specific area, such as a technology or market segment. This term is used to illustrate the importance of specialized knowledge and understanding in leadership, as opposed to a prospector who takes a broader view.

💡Prospector

A prospector is a leader who has a broad understanding and is highly aware of opportunities and threats in the environment. The script uses this term to describe a leader who can identify and capitalize on new possibilities while also being vigilant about potential risks.

💡Teller

A teller is a leader who provides direction and has the answers, often because they are the expert in a particular field. The script contrasts this with a listener, highlighting the tension between giving direction and understanding the perspectives and ideas of others.

💡Listener

A listener is a leader who listens to understand, with a curious and learning mindset. The script emphasizes the importance of this competency in fostering a culture of open communication and continuous learning, especially in a world where diverse perspectives are valuable.

💡Emotional Intelligence

Emotional intelligence is the ability to recognize, understand, and manage one's own and others' emotions. The script mentions this as a critical skill for leaders to navigate the tensions between traditional and emerging leadership styles, making effective decisions based on emotional cues and responses.

Highlights

Seven competencies identified for successful leadership in the new world.

Leaders must balance between traditional and emerging leadership traits.

The concept of 'seven tensions of the digital age' introduced.

Definition of 'Power Holder' as a reassurance provider in times of change.

Role of 'Power Sharer' in developing others and freeing up time for strategic pursuits.

Importance of being a 'Tactician' for short-term focus and actionable steps.

Visionaries create inspiring visions and persuade others to adopt them.

The 'Consin' trait of having a clear North Star and stable messaging.

Adaptors see change as a strength and adapt their message accordingly.

Perfectionists ensure a perfect finished product, while Accelerators prioritize speed over perfection.

Intuitionists make decisions from the gut, contrasting with Analysts who rely on data.

Miners delve deep into specific technologies or market segments.

Prospectors have a broad understanding and are aware of opportunities and threats.

Tellers provide direction and are seen as experts, while Listeners understand through active listening.

Leaders should not aim for balance in all tensions but focus on three or four key areas.

The downsides of relying solely on being a 'Teller' or a 'Listener'.

Leaders need to adapt their style based on the context and their emotional intelligence.

Examples of leaders who balanced the tensions of being a 'Listener' and 'Teller'.

Leaders must question their approach when strategies fail to produce desired outcomes.

Fear as a barrier to leaders exploring their full range of competencies.

The importance of challenging leaders' fears and misconceptions about different leadership styles.

Leaders' comfort in traditional qualities amidst a rapidly changing world.