How relevant is leadership style in transforming the business model?
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“It is very difficult to change behaviors in the short term, this is a matter that is achieved over years. The way to achieve change is for people to feel that what they do differently contributes to the strategy and success of the organization, repeating the behaviors and achieving success through that feeling and repetition. We have already started to drive change with our key leaders under the premise that we have to be aligned, to do things differently in a way that differentiates in the market and helps us compete better and be more integrated with our ecosystem.”


Santiago Solanas – CEO, Board Member & Investor Spain – Grupo Primavera


It is often said that things are not said, they are done, because when they are done, they say it themselves. In this perspective, 55% of the participants consider it necessary to consider a change in the organization’s leadership team, consistent with the objectives of the business model transformation, experience tells us that success cannot be expected in this process if there is not previously a convinced and aligned top management that behaves in a manner consistent with the desired new cultural values.


We asked the project participants about the aspects of leadership that they think should be strengthened as a priority, asking a double question: we asked both about the priorities in their industry/market, and about those that they consider most urgent in their own organizations. The results do not differ much from each other, which shows that regardless of the sector and organizational model of each company, all companies are in the same process of transforming their leadership, and with very similar goals:


Leadership Traits to Facilitate Transformation

By Order of Priority

Overall
In my Organization

1. Strategic Vision;

2. Flexibility and Adaptability;

3. Proximity and Concern for People;

4. Communication and Transparency;

5. Authenticity and Strong Ethical Values;

6. Consistency and Personal Credibility.

1. Flexibility and Adaptability;

2. Strategic Vision;

3. Communication and Transparency;

4. Interest and Focus on Lifelong Learning;

5. Proximity and Humanity.


Overall

1. Strategic Vision;

2. Flexibility and Adaptability;

3. Proximity and Concern for People;

4. Communication and Transparency;

5. Authenticity and Strong Ethical Values;

6. Consistency and Personal Credibility.

In my Organization

1. Flexibility and Adaptability;

2. Strategic Vision;

3. Communication and Transparency;

4. Interest and Focus on Lifelong Learning;

5. Proximity and Humanity.


“Progress can only be made when you think big and look far ahead.” According to this statement the most outstanding trait to drive transformation is STRATEGIC VISION, which together with FLEXIBILITY and ADAPTABILITY and the ability to connect and generate an ATMOSPHERE OF TRUST with people, form a powerful and coherent core of leadership competencies to facilitate transformation:


Strategic vision, flexibility and adaptability to change;

Connection and generation of an atmosphere of trust with people that drives creativity and innovation, facilitating work with autonomy and greater agility, behaviors consistent with what talent wants to commit to today.


It is often said that people don’t leave companies, they leave their bosses. At Kingsley Gate, we considered it appropriate to explore this commonly accepted assumption and found that 52% consider the “boss factor” of equal importance to brand value, career opportunities, or company size, while 30% attach greater importance to this factor when it comes to attracting and retaining talent. It is therefore crucial in any recruitment to analyze the candidate’s fit with the company and its culture, but also with the expectations of the person who will be his or her boss. Our ATHENA methodology allows us to assess the different gaps between the candidate and the company culture, with the expectations of his boss, and with the dynamics between his future “collaterals”.

What differences do you see per region in terms of leadership?

IBERIA

32% predominate the requirement of Strategic Vision as a leadership trait.


15% consider trust in the teams; and communication and transparency as important.

MEXICO

22% consider that there is a predominant need for Flexibility and Adaptability as leadership characteristics.


17% consider Communication and Transparency.

LATIN AMERICA

36% show an inclination toward the need for Flexibility and Strategic vision as leadership characteristics.


14% consider Communication and Transparency.


12% consider the focus on Continuous Learning.

BRAZIL

17% agree that the leadership characteristic most demanded by their organization is to encourage Communication and Transparency.


14% believe that the required characteristic is Proximity and Humanity.

What differences do you see in the industry in terms of leadership?


Most Required Characteristics
By Order of Importance

TECHNOLOGY

Flexibility

Communication

Proximity and Humanity

RETAIL & CONSUMER

Flexibility

Strategic Vision

Proximity & Humanity

AGRIBUSINESS & EDUCATION

Flexibility

Strategic Vision

Communication

MANUFACTURING

Flexibility

Strategic Vision

Proximity and Humanity

LIFE SCIENCES

Flexibility

Communication

Strategic Vision

FINANCIAL SERVICES

Continuous Learning

Flexibility

Proximity and Humanity

As you can see, there are no major differences between the different sectors, suggesting that there is a new profile of “approved” leader who would perform successfully in different areas of the economy, so that the more traditional ways of choosing candidates based on “industry knowledge” are giving way to new approaches that are more oriented towards finding leaders with the right mindset and behaviors to manage the talent in their organizations.