Wednesday, July 28, 2021

g-f(2)396 THE BIG PICTURE OF THE DIGITAL AGE (7/28/2021), Insead Knowledge, Two CEOs, No Drama: Ground Rules for Co-Leadership




ULTRA-condensed knowledge


Opportunity, The co-CEO model can actually work
  • There are times when the benefits of shared leadership can outweigh its risks. 
  • A leadership dyad can enable two people to lead in a unique, constructive way and, in doing so, surpass what could be accomplished individually. 
  • When two people are prepared to critically challenge and support each other, it can yield more creative and better-quality strategic solutions.
    Opportunity, Co-leadership can enable a collaborative culture
      • Having a healthy, high performing co-leadership structure sets an example to the rest of the organisation on how to successfully share responsibilities and work with one another.
                Opportunity, Combining different styles can result in useful complementarity
                  • Each leader has a natural propensity to lead in a certain way so combining different styles can result in useful complementarity. 
                  • Think of good cop/bad cop, optimist/pessimist, holistic/atomistic thinking and other common leadership dualities.
                  Alert, Coaching for co-leadership
                    • For a co-leadership structure to work, executive coaching is often needed. 
                    • Constant monitoring can ensure that the co-leadership runs smoothly. 
                    • Left to their own devices, the two leaders may devolve into separate worlds.

                      Genioux knowledge fact condensed as an image


                      Condensed knowledge


                      Opportunity, The co-CEO model can actually work
                      • There are times when the benefits of shared leadership can outweigh its risks. 
                      • A leadership dyad can enable two people to lead in a unique, constructive way and, in doing so, surpass what could be accomplished individually. 
                      • When two people are prepared to critically challenge and support each other, it can yield more creative and better-quality strategic solutions.
                        Opportunity, Co-leadership can enable a collaborative culture
                          • Having a healthy, high performing co-leadership structure sets an example to the rest of the organisation on how to successfully share responsibilities and work with one another.
                                    Opportunity, Combining different styles can result in useful complementarity
                                      • Each leader has a natural propensity to lead in a certain way so combining different styles can result in useful complementarity. 
                                      • Think of good cop/bad cop, optimist/pessimist, holistic/atomistic thinking and other common leadership dualities.
                                      Alert, Coaching for co-leadership
                                        • For a co-leadership structure to work, executive coaching is often needed. 
                                        • Constant monitoring can ensure that the co-leadership runs smoothly. 
                                        • Left to their own devices, the two leaders may devolve into separate worlds.


                                              Category 2: The Big Picture of the Digital Age

                                              [genioux fact deduced or extracted from Insead Knowledge]

                                              This is a “genioux fact fast solution.”

                                              Tag Opportunities those travelling at high speed on GKPath

                                              Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).

                                              Type of validity of the "genioux fact". 

                                              • Inherited from sources + Supported by the knowledge of one or more experts.


                                              Authors of the genioux fact

                                              Fernando Machuca


                                              References


                                              ABOUT THE AUTHORS


                                              Manfred F. R. Kets de Vries



                                              Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus, at INSEAD. He brings a different view to the much-studied subjects of leadership and the dynamics of individual and organisational change. Bringing to bear his knowledge and experience of economics (EconDrs, University of Amsterdam), management (ITP, MBA, and DBA, Harvard Business School), and psychoanalysis (Canadian Psychoanalytic Society and the International Psychoanalytic Association), he scrutinises the interface between international management, psychoanalysis, psychotherapy, and dynamic psychiatry. His specific areas of interest are leadership, career dynamics, executive stress, entrepreneurship, family business, succession planning, cross-cultural management, team building, coaching, and the dynamics of corporate transformation and change. Manfred F. R. Kets de Vries directs The Challenge of Leadership Executive Education programme.

                                              He is the author, co-author or editor of thirty-five books and has published over 350 scientific papers as articles or chapters in books. His books and articles were translated into thirty-one languages. He is a member of seventeen editorial boards. He has been elected a Fellow of the Academy of Management. In 2011, he was awarded the Doctor Honoris Causa title by the IEDC-Bled School in recognition of his contributions to leadership development and research.


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