It’s all very well to say you want to embark on a 'digital transformation' â€" as every company and his dog seems to be doing today â€" but it’s another thing to have the leaders and team who can deliver it.
In a global survey of views on leadership development, done in July and August 2015, Korn Ferry found that only 17% of those surveyed are confident their organisation has the right leadership to deliver on its strategic priorities and on average, 50% of first-level, mid-level, and high-potential leaders are not active in driving change.
Addressing leadership challenges among airlines and airports at the CAPA Australia Aviation Summit in Brisbane early this month, Tobjorn Karlsson, Senior Client Partner Asia Pacific for Korn Ferry, said that the crucial competencies that most relate to superior leadership by top executives were nimble learning, cultivates innovation, directs work, courage and resourcefulness.
Curious, I asked my panel at the CAPA Australia Aviation Summit in Brisbane to pick the one competency they most wanted to work on.
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From left, Kei Shibata, Venture Republic, Paul Whiteway, Skyscanner, David Peller, Booking.com â€" “directs work” is a critical skill for all three executives.
Paul Whiteway, commercial director APAC, Skyscanner, Kei Shibata, CEO of Venture Republic, which runs the travel search site, travel.jp, and David Peller, director, strategic partnerships for Booking.com, all picked “directs work”.
“Too many things to do and impossible to do everything myself,” said Whiteway. Added Peller, “I don’t direct the work of my team; my perspective is that I set a broad vision and goals for the team, then leave the team to chart their own path in terms of how to achieve the goals.”
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