Download as DOCX, PDF, TXT or read online from Scribd
Download as docx, pdf, or txt
You are on page 1/ 2
What is the journey of leadership?
Most great leaders learn to lead over time. Within organizations,
the combination of programs, books, and courses to cultivate these skills is often referred to as “leadership development”— though the results vary.
McKinsey’s latest book, The Journey of Leadership
(Portfolio/Penguin Group, September 2024), draws on the authors’ decades of experience guiding the world’s top leaders to become the best versions of themselves. With these insights, the authors have developed a distinctive approach to leadership development, one they believe is more effective than most other programs.
Ramesh Srinivasan and Hans-Werner Kaas are codeans of
McKinsey’s Bower Forum CEO leadership development program, where, over the past ten years, more than 500 of the world’s top CEOs and business leaders have bravely confronted personal and professional challenges. Dana Maor is the global cohead and European leader of McKinsey’s People and Organizational Performance Practice, and Kurt Strovink leads McKinsey’s global CEO Initiative to help build great CEOs and CEO counselors.
Most Popular Insights
The CEO’s essential checklist: Questions every chief executive should be able to answer The State of Fashion 2025: Challenges at every turn Global Insurance Report 2025: The pursuit of growth What are AI guardrails? Sixty years of innovation: Key moments in business technology Leadership development, according to the book, is a journey of personal growth and improvement that helps a person challenge their current psychological and emotional conditioning. This is often a difficult process because it involves rewiring the habits and behaviors that got them to the top of their game in the first place. For example, skills such as financial acumen, strategic and operational management, and systems thinking are critical for executive roles—but they are not skills known for sparking passion in employees. Put simply, it’s about unlearning management and relearning being human. Human-centric leadership is, as coauthor Hans-Werner Kaas puts it, when leaders “show up as human beings and behave as such when they interact with their coworkers, whether they lead executive teams or interact with internal or external stakeholders.”
To succeed today, great leaders should be able to carefully
balance the following:
certainty about what they know versus openness to new ideas
and approaches—and the confidence to adjust their original plans an obsession with financial performance versus the needs of all the company’s shareholders and stakeholders being a conservative steward of the business versus taking the occasional bold and well-calculated risk being in control versus empowering teams to take initiative being a hard-headed professional versus someone who takes a more humane approach A well-designed and executed leadership development program can help organizations build leaders’ capabilities broadly and at scale. And these programs can be built on coaching, mentoring, and solving challenging problems by applying them in real time to real work.
Effective Decision Making – The Best Strategies for Sovereign Leaders: With Bonus – Quick & Easy become & stay a Boss with Decision Management & Sovereign Decision-Making Processes
Complex Product Development Model: Holistic model composed of detailed explanations for developing products containing a mix of mechanics, electronics, and programs
