The Future of Leadership: Successful models and inspirations

With the contributions of international academics and experts from the corporate world, institutions and sport, Leadership Global Summit 2016 illustrated the tools and skills leaders require to continue to lead their own teams successfully.

The Future of Leadership: Successful models and inspirations

Tools and skills leaders require to lead their own teams successfully

The annual meeting of the Leadership Global Summit, whick took place in Milan on June 15, 2016, has seen alternating, important experts on the subject , chosen within the world of business, academic, military and sports.


Each of the six contributions have stressed several key elements necessary to be a leader: from the eternal ones, the very essence, all  contained in the “three Cs” of Timothy Trainor, Dean of the Academic Board della US Military Academy di West Point: Character, Competence and Commitment, to the ability to take risks and to lead by example, as sustained by a big name of the international mountain climbing as Simone Moro.
In Trainor’s opinion, character is the fundamental aspect, though often lacking: recognition and success are frequently strongly pursued, while the willingness to pay the price of leadership is hardly taken into account, despite this last, represents the additional, distinctive kilometer, able to make a difference.

Simone-MoroThe same perspective is also shared by Moro: a strong personal  and business mission should stretch out, where others give way to weariness, knowing how to give more. The constant training both quantitative as well as qualitative, the personal  and keen sacrifice, capable of proceeding from the awareness of abilities and limitations, are the solid base from which to take off to climb the highest peaks. In this consortium to success, the difference is also made by the philosophy with which life’s challenges are faced: conceiving daily steps as a succession of dawns and not of sunsets, where a new day will be better, is the best possible attitude to take along.

Alongside these essential skills, the specific current historical context  has been also analyzed. It never happened before to have the chance of observing four, if not five generations with very different value sets, experience and objectives, living together in the same working environment.

Trainor reiterates: it is true that the human “hardware” is always the same, but it is equally correct to affirm that the individual and generational “software” can be extremely variable.

While for "Baby boomers" workers, who lived in a relatively stable and solid age, success was often conceived as related to power and money, the Millenials, grown up in a pluralistic and individualistic society, loudly claim the right to the "Third Metric ", where the protagonist is the personal well-being. With this in mind, they are not willing to give up cultivating their interests and passions and aspire to an ideal balance between work and life.

Keeping in mind these two tracks is essential to design an innovative leadership model that looks forward to the future: today a leader is much more like a coach or a mentor having both a deep knowledge of the reality that is guiding and the willingness to step out of the organization for a moment in order to proceed to appropriate changes without causing damage to the company or stress on the team.

Ginka-ToegelThe big challenge for a leader today is to manage conflicts and difficulties connected to this epochal shift: from highly hierarchical structures focused on the physical garrison’s culture, to a reality that fosters quality, mutual trust, a sense of responsibility and independence. Metrics and complex parameters, certainly more difficult to assess if compared to the “punching in”. To this end, it is fundamental, according to both Ginka Toegel, Professor of ‘Organizational Behavior and Leadership, IMD, and also to Moro, that the “expedition”, in its corporate values, is perceived and embraced by each and everyone.

Selecting talents willing to personally live these values and feel involved in the very future of the consortium is crucial for collective success. When you choose to actively participate and to bet, we cannot speak of a leader’s failure and of a team’s success, nor vice-versa: credits and faults, glides and achievements belong to everyone.

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