7 Key Tensions Every Leader Must Balance

Summary

The 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.