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<!-- wp:paragraph --> <p>The argument for having more women in leadership positions, particularly in the tech industry, is stronger than ever. <strong>Women in technology leadership</strong> reduce financial risks and enhance business performance. The presence of female leaders is also associated with improved social and environmental responsibility within the organization.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>According to <em>The Economist</em>, women are generally less corrupt and more moral than men. A <a href="https://www.forbes.com/sites/tomaspremuzic/2022/03/02/the-business-case-for-women-in-leadership/?sh=421af8299cbb">Canadian study</a> found that businesses with more women on their boards are more likely to disclose their greenhouse emissions.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Female-led businesses prioritize innovation and show <a href="https://www.forbes.com/sites/tomaspremuzic/2022/03/02/the-business-case-for-women-in-leadership/?sh=4331ea0f9cbb">a positive link</a> to innovation output. </p> <!-- /wp:paragraph --> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>Women in Technology Leadership</strong></h2> <!-- /wp:heading --> <!-- wp:paragraph --> <p>The reality is, women face a more challenging time in more technical fields. Few women are represented, and opportunities for progress are harder to come by. A <a href="https://www.mckinsey.com/~/media/mckinsey/featured%20insights/diversity%20and%20inclusion/women%20in%20the%20workplace%202022/women-in-the-workplace-2022.pdf">2022 McKinsey report</a> found that women are far less likely than men to work in technical fields, and the representation of women in these jobs is now even lower than it was in 2018.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>This can lead to women frequently being the ‘only’ female in that workplace, which could explain why women in tech face higher rates of bias. The report found that these women are more likely than others to have their judgment questioned in their area of experience. They also believe their gender plays a role in their challenges in getting ahead.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The study concluded that female leaders face stronger hurdles despite equal ambition for senior roles. In many companies, women report experiencing ‘microaggressions that undermine their authority,’ making it harder for them to advance. For example, female leaders are more likely to have their opinions and qualifications for their jobs questioned. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Women as Leaders</strong> </h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Studies have shown time and again that women make excellent leaders. It has been found that women possess many important qualities for effective <a href="https://www.purplequarter.com/the-power-of-transformational-leadership-inspiring-positive-change/leadership-advisory/" target="_blank" rel="noreferrer noopener">leadership</a>. For example, women tend to be more empathetic, collaborative, and nurturing, which enhances team management and relationships.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Despite this, women remain extremely neglected in leadership positions across industries, including technology. This is partly due to systemic barriers and biases that hinder women’s career advancement and leadership access.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The under-representation of women on boards is not a reflection of their abilities but rather a result of discriminatory attitudes and beliefs. We must work to remove these biases and recognize that women bring unique perspectives and valuable contributions to the table. It is time to embrace the changing mindset of society and fully support women as they take on leadership roles.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>To that end, many initiatives and organizations are working to address these barriers and support women in technology leadership positions. For example, some companies are implementing diversity and inclusion programs, offering mentorship and training opportunities, and setting targets for increasing the number of women in leadership roles. </p> <!-- /wp:paragraph --> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>Why Women Make Great Leaders</strong> ? </h2> <!-- /wp:heading --> <!-- wp:paragraph --> <p>There are many reasons why women make great leaders:</p> <!-- /wp:paragraph --> <!-- wp:list --> <ul><!-- wp:list-item --> <li><strong>Communications skills</strong> – One of the most commonly cited reasons why women make good leaders is their strong communication skills. Women are often perceived as better listeners and more empathetic than men, which enables them to build strong relationships with their teams and stakeholders. They are also skilled at conflict management and communication, which help to build trust and foster a positive organizational culture.</li> <!-- /wp:list-item --> <!-- wp:list-item --> <li><strong>Emotional Intelligence</strong> – Women are also known for their high emotional intelligence, which enables them to build better relationships with their team members. They also motivate and inspire them, and navigate personality dynamics.</li> <!-- /wp:list-item --> <!-- wp:list-item --> <li><strong>Collaboration </strong>– Women are often perceived as more collaborative and team-oriented than men. Which further contributes to their ability to build strong teams and drive collective performance. They are also more likely to value diversity and inclusion.</li> <!-- /wp:list-item --> <!-- wp:list-item --> <li><strong>Mentorship </strong>– When women are in leadership roles, they serve as role models and mentors for other women in the organization. This helps to break down gender barriers and promote equal opportunities.</li> <!-- /wp:list-item --></ul> <!-- /wp:list --> <!-- wp:paragraph --> <p>There is more to a woman’s strengths than simply her natural creativity, which is a common assumption. The notion that women are naturally creative, upholds harmful stereotypes and reinforces biased thinking. We must acknowledge and celebrate their multifaceted strengths rather than pigeonholing women into a single category.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Women possess natural leadership qualities, such as handling multiple tasks and stakeholders together. It is time for us to recognize that women can hold positions of power and influence and actively support their advancement.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>What’s Holding Women in Technology Leadership?</strong> </h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Over the past few years, we have seen a major shift in the tech industry’s demographics. The focus on diversity and inclusion has become important. Some businesses have also acted to ensure they have a more balanced workforce. However, despite these efforts, technology leadership still overlooks women.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>There are many reasons for this. One is the ‘pipeline problem.’ The percentage of women studying STEM (science, technology, engineering, and mathematics) degrees is still low, meaning fewer women are entering the technology workforce. Further, the gender pay gap in the technology industry can be extreme, making it more difficult for women to advance to leadership positions.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>However, there are signs that things are changing. Companies are beginning to prioritize diversity and inclusion, taking active initiatives to improve representation. Many businesses have started mentorship programs, development opportunities, and gender targets for promotions, all of which can help support women’s advancement.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>There are also external organizations working to promote women in <a href="https://www.purplequarter.com/identify-the-right-tech-leader-with-behavioural-metrics-model-purple-quarter/leadership-advisory/" target="_blank" rel="noreferrer noopener">technology leadership</a>. For example, <a href="https://witi.com/">Women in Technology International</a> (WITI) is a global organization dedicated to empowering women in technology. They offer training, mentoring, and networking opportunities to help women advance their careers.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The <a href="https://anitab.org/">Anita Borg Institute</a> is another organization working towards increasing the representation of women in technology.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Various programs specifically aim to support <strong>women in technology leadership</strong> positions. For example, many organizations, like those mentioned above, offer mentorship programs, socializing events, and leadership training opportunities specifically for women in the industry. These programs can help women develop the skills and connections needed to succeed in leadership roles.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>As well as this, as the role of technology continues to increase in every aspect of modern life, there is a need for skilled professionals who can develop and manage these systems. This presents a great opportunity for women interested in chasing technological careers, as there is likely to be strong demand for their skills. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>What We Need To Do?</strong> </h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p><strong>Women in technology</strong> <strong>leadership</strong> and workforce in technology can only mean positive growth for organizations and businesses. But, to wholeheartedly work towards this, everyone must get on board – including men.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The first step should be to commit to a holistic diversity, equity, and inclusion (DEI) strategy. This aims to create an inclusive culture to recruit and retain a diverse workforce. Next, it is essential to establish goal-setting, transparency, and accountability. Tech companies should aim to identify diversity metrics, report results, and track progress to revise their approach and improve.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Finally, tech companies must establish creative programs to hire, retain, and promote a diverse workforce. This may involve building programs to recruit and upskill unique talent. Companies should give mentorship programs and development opportunities to support neglected groups. Since less than a quarter of tech, media, and telecom companies have taken these steps, according to <a href="https://www2.deloitte.com/us/en/insights/industry/technology/women-tech-leadership.html">a report by Deloitte</a>, there is much room for improvement.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Let’s conquer biases as we move towards a more equitable and diverse future. We must be open to change and willing to uplift and empower women as leaders. It’s time to break the hurdles that held women back for a long and create a better future for all.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>So the question remains, will you join the movement towards equality and diversity in leadership, or will you remain a gazer?</p> <!-- /wp:paragraph --> <!-- wp:heading --> <h2 class="wp-block-heading">Authored by <strong>Roopa Kumar</strong></h2> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Article: https://readwrite.com/the-rise-of-women-in-technology-leadership-empowering-influence-and-driving-progress/<br></p> <!-- /wp:paragraph -->
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<!-- wp:paragraph --> <p>“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things" — <em>Ronald Reagan</em></p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The current tech business ecosystem is without doubt a cutthroat landscape, and it is extremely crucial for a leader to possess specific skills to succeed in this environment. Strong leaders share pivotal competencies irrespective of the industry or stage of growth their company is in. By acquiring certain qualities and capabilities, a leader might be able to assess things better and motivate people to accomplish corporate objectives. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>A Visionary Driving Force</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>There's a good reason why visionary leadership is so popular: it has the potential to completely alter the course of events. The most effective leaders have a vision for the future and prevent their field from becoming complacent. They are always on the lookout for ways to enhance their current offerings. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>They also contribute to development in the business world by facilitating the implementation of new practices and perks that enrich the lives of both employees and clients. Businesses and the world as a whole would stagnate without them.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Being able to think strategically shifts an organization’s view from a disconnected society with individual elements competing for resources to viewing and managing it as a whole system with each component integrated into a relationship with the others. This necessitates the ability to step away from the daily issues.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Leaders in the fast-paced technology industry must have a <a href="https://www.purplequarter.com/the-power-of-purpose-driven-leadership-how-to-lead-with-clarity-and-passion/leadership-advisory/">clear vision</a> and the capacity to think strategically. They must predict market trends, find new opportunities, and create a long-term strategy for their companies. They may create a clear direction and stimulate innovation by judiciously planning for the future and aligning their people around a common goal.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Versatility Finesse</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>“The only thing that is certain in life is change” is a maxim that a leader should comprehend in their life. Adaptable and agile leaders can better deal with the challenges and uncertainties of today's business climate. Technological advances have changed the way we live and work, necessitating the need for leaders who can navigate these changes and capitalize on emerging opportunities. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Agile and adaptive leaders can make data-driven decisions, enable remote work and collaboration, stimulate innovation and experimentation, and optimize personnel management and workforce planning by embracing technology. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>A facet of adaptability is business performance. Regarding change as an opportunity rather than a threat better equips a person to alter their plans and have an increased ability to anticipate and embrace opportunities given by emerging trends. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>This fosters innovation and creativity in the organization since they encourage experimentation and <a href="https://www.purplequarter.com/leading-with-courage-how-to-inspire-and-motivate-your-team/leadership-advisory/">taking risks</a>. In response to altering conditions, they can reorient their objectives and activities, thereby strengthening more resilient and long-lasting organizations that can thrive over time.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Innovation Wizard</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Envision a world where technological prowess and new ideas mutually influence the course of events. Here, forward-thinking leaders use their technical savvy to create entirely new markets. These leaders are driven by a rare combination of intelligence, inquisitiveness, and flexibility that enables them to learn and change over time.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>These leaders, like modern-day alchemists, are not satisfied with the status quo. They delve deeply into the complexities of their craft, realizing that true innovation necessitates a 360-degree view of the consumer and the product. They understand the complexities and intricacies of their sector due to their technical competence, which helps them find untapped potential and disruptive opportunities.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Visionary leaders with technical know-how become the builders of development in this dynamic environment. They have an enduring influence on society and help to form norms and industries. Their voyage aims to embrace the spirit of exploration and unleash the limitless potential of human invention, not merely to succeed.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Potential Polishing</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>To be able to polish employees' existing talents while discovering new skills and opportunities to assist and achieve their organizational goals ensures that a company stays competitive in an ever-changing global market. This is imperative, especially for tech-led businesses, where the implementation and quick adoption of emerging tech by the company and their employees can make or break. <a href="https://www.purplequarter.com/upskilling-101-need-of-the-hour-blog-purple-quarter/leadership-advisory/">The strategic development</a> of people's abilities is the foundation of organizational objectives. Continuous efforts to assess skill shortages, provide training, and manage succession planning result in more capable personnel and improved organizational performance. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>A leader should understand that employees need structure, support, and encouragement to maintain a high set of skills and knowledge. Leaders can build high-performing teams capable of generating innovation and reaching organizational goals by fostering a culture of continuous learning and providing chances for professional growth.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Mastering the Art of Emotion</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Creating magic through emotions gives a leader the power to communicate with finesse, connect with others on a deeper level of empathy, and conquer challenges with grace and resilience. Often, tech teams undergo immense pressure, with continuous product and platform innovation, updates, and disrupted timelines. An emotionally intelligent tech leader can look out for his team better; they have a deeper understanding of themselves, a greater ability to control their actions and reactions, and a kinder, more compassionate disposition.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Having a high EQ can aid in stress management, relationship development, career advancement, and overall job satisfaction. It heightens a leader’s awareness of others' emotions and the ways in which those emotions might influence their attitudes, behaviors, and performance. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Embedding a Verbal Verve</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>A leader's ability to communicate becomes the key to their team's symphonic success. For a technology leader managing teams across verticals, effective communication helps them share their thoughts, build lasting connections with others, motivate team members, introduce exciting new prospects, and even take the helm of the hiring process. Not just the team; it is equally important to be able to communicate effectively at all levels, from entry-level workers to C-suite executives, who are responsible for putting the company's plan into action and shaping its outcomes.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>A good leader can master this art by developing into a competent listener, attuned to every nuance of conversation, earning trust and credibility, and taking care of verbal and body language. They must recognise that feedback is essential for improving their performance, and they must seek advice from seniors to guarantee precision in conveying precise goals and strategies.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>The Ethics Conundrum</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Tech executives, at times, are put at a crossroad —to make immediate choices that may compromise sustainable goals in the long run. Is it worth it, though? Ethical leaders are needed, who put accountability and transparency first in their actions and are dedicated to doing what is right, not just what is profitable. Leaders can lay a solid foundation for the success and sustainability of a business by giving ethical issues a high priority in their decision-making process. Ethical leadership entails making choices that are consistent with moral ideas and values and that consider the interests of all parties involved, including consumers, employees, and the larger community.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Moreover, top talent may be attracted and kept through an ethical workplace culture, which is crucial for long-term success. Making ethical decisions can also assist corporations in reducing risk. Leaders can prevent expensive legal disputes and bad press by carefully analyzing the ethical consequences of their choices. In the long term, making moral decisions can save businesses money and time while preserving their reputation.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>In the fast-paced and constantly-evolving tech sector, leadership skills are essential to the success of both individuals and organizations. Leaders who can negotiate uncertainty, create innovation, and foster a culture of growth and collaboration can sense and take advantage of the opportunities and challenges this dynamic sector presents. By cultivating these competencies, a new era of tech leadership can set the stage for present day fresher technologists, who are starting off on a steep climb.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Authored by <strong>Nishka Agrawal</strong> </p> <!-- /wp:paragraph -->
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<p><p><!-- wp:heading {"level":3} --><h3 class="wp-block-heading"><strong>Minimizing Regret in Business</strong></h3><p><!-- wp:paragraph -->People who say they have no regrets are lying. Everyone has regrets, it's simply part of human nature. Everyone has things they wish they hadn't done, choices that went the wrong way. Anyone who says they have no regrets is saying that they've never made a wrong decision. And we all know that has never happened.</p><p><!-- wp:paragraph -->Denying that you have regrets is unhealthy. Not being able or willing to address and process your regrets can damage your life, as it denies you the wisdom you should be gaining from bad experiences. This is especially true in business, where uncertainty can leave you and your company in a bad state. Anyone successful in business must grow, learn, and change. This is where regret can be a valuable asset.</p><p> </p><h3 class="wp-block-heading"><strong>Decisions, Decisions, Decisions</strong></h3><p><!-- wp:paragraph -->Start with a basic question: What is your decision-making process? Pure instinct, or deep study? A split-second, or deep deliberation? These are important questions, because the way you decide is often much more important than what you are deciding. Good, thoughtful decision-making boosts self-awareness and self-esteem, and ups a leader's potential for resiliency and future growth.</p><p><!-- wp:paragraph -->Think about it: Rash, in-the-moment decisions, even if they turn out to be the right ones, are often stressful and anxiety-inducing. Furthermore, because there is no thought process that goes into their creation, no wisdom can be gained from them. You're not learning if you're just guessing</p><p><!-- wp:paragraph -->It is easier to understand via the opposite: a decision made after a careful, thoughtful process can, right or wrong, be revisited, interrogated, examined. The same process can be improved and applied to future choices. A brash action is just a brash action, as prone to failure in the future as anything else.</p><p> </p><h3 class="wp-block-heading"><strong>Check Your Self</strong></h3><p><!-- wp:paragraph -->Self-awareness is one of the best assets for good decision-making. Not everyone can see through their own blind spots, but at least being aware of them is valuable. Ask yourself in a plain and frank manner what your own biases are. This is both simple and very hard to do, because it requires owning up to your own failures and shortcomings, but it also creates an avenue for growth.</p><p><!-- wp:paragraph -->Sometimes it can be as simple as admitting that you like to play things risky. There is always risk in business, but thoughtful leaders learn to manage and minimize it. Maybe you need to admit your tendency to hire people who are just like you, in terms of education and background. As we shall see, this can lead to creative sterility and group-think, which can harm the long-term innovative potential of a business.</p><p> </p><h3 class="wp-block-heading"><strong>No Yes Men</strong></h3><p><!-- wp:paragraph -->Volumes of data and numerous studies have found that having a diverse team around you leads to better outcome, short- and long-term. Just as a way to avoid group-think, it makes perfect sense. The best ideas are the ones that can survive questions and doubts, and stand up to contrary notions, but you won't be able to have those ideas if everyone around you already agrees with you.</p><p><!-- wp:paragraph -->Here's another basic question: Do you even have colleagues that can disagree with you? It is natural for yes-men to crop up in any business, and who doesn't like being told that they are right? But healthy collaboration requires a certain amount of conflict. Your team must be able to tell you their fears and doubts, and have the power to do so without fear of reprisal.</p><p><!-- wp:paragraph -->Most of all, you as the leader must make it clear what your goals are, short- and long-term. That way, conflict or not, everyone will be working toward the same outcome. Uncertainty can lead to infighting and confusion. Do your job as leader, and get everyone on the same page. Then you can argue about how to get there.</p><p> </p><h3 class="wp-block-heading"><strong>By the Numbers</strong></h3><p><!-- wp:paragraph -->In terms of good decisions and avoiding regret, data is worth its weight in gold. But, even with cold hard facts, use caution. Remember those diverse voices with real power from the previous section? Let them look at the numbers with you.</p><p><!-- wp:paragraph -->Differing perspectives of budgets, customer info, and sales can solidify the meaning and strategy behind the numbers. Additionally, getting data from different sources for things like market research and future planning can clarify where you should be focusing to shore up the future foundations of your business.</p><p> </p><h3 class="wp-block-heading"><strong>Putting It All Together</strong></h3><p><!-- wp:paragraph -->After all that, now ask yourself about your decision-making process: What are your short- and long-term goals, and how does this choice affect them? What information and data do you have that can inform your decision? What do your trusted colleagues think, what is their perspective?</p><p><!-- wp:paragraph -->Now go deeper: What are you not seeing, what are your blind spots? What have you not considered? What level of risk are you facing? What is the best and worst outcome, and can those be changed? After all this, make the best call that you can.</p><p> </p><h3 class="wp-block-heading"><strong>Conclusion</strong></h3><p><!-- wp:paragraph -->Yes, people who have no regrets are lying, but when they say that, what they really mean is that they are happy with how things have turned out for them. They got dumped, only to meet their future spouse. They got fired, only to find their dream job. It is important not to mistake regret for a learning experience. If we learn the meaningful difference between those two things, then maybe we'll be able to honestly say we have no regrets</p><p><!-- wp:paragraph --><strong>Authored by Roopa Kumar </strong><br>Article: <a href="https://vocal.media/motivation/woulda-coulda-shoulda-business-regret-and-long-term-success">https://vocal.media/motivation/woulda-coulda-shoulda-business-regret-and-long-term-success</a></p><p><!-- /wp:paragraph --></p></p><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --></p>
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<p>Mass layoffs, funding winter, the very recent bank collapses, and the hullabaloo around the larger macro-economic systems have been deafening since late last year. When FAANG-led mass firings first began, it came as a sudden jolt, but the pattern soon became evident as scores of organizations followed with layoff exercises. What is to be noted is that the layoffs weren’t necessarily performance-based. Tech companies in particular were doing well post-pandemic, leading to attractive salary packages and high investments in R&D projects among others. Due to the funding slowdown, the ensuing economic crisis, and the post-pandemic upheaval, there has been a market correction in the employment space. The common unifier in each case was CEOs taking ownership and stating aggravated business expectations stemming from the hyper post-covid growth. Tech companies are struggling to stay true to their line of business; they no longer have the resources to run research and development projects or work on prototypes, leading them to let go of exceptional leaders, techies, and, in some cases, entire teams altogether. The situation calls for distress but not a loss of heart. In our line of work, we have witnessed that, of those laid off and affected, most of them have been hired by other companies. True talent does not stay unoccupied for long. Now hiring may sometimes come with adaptations, but we are in a different time, and these shifts are of a lesser hassle compared to the larger macroeconomic state of things today. For those who are still in deep waters, they are making adjustments to their previously rather high-paying, cushy compensations. Times were different when salaries were on an upward surge, and now times call for a market correction. Many companies, taking advantage of the situation, are now able to capture talented technologists at what we may call market-corrected scales. Techies, on the other hand, have showcased a change of mindset towards their employment. In the past, it was difficult to have someone switch from one role to another and even more difficult to move them geographically. There was a stubborn mindset with respect to location or roles. But now we witness them more open to trying new roles, moving from traditional MNCs to even seed stage startups, leaping into the Co-Founders hat and taking on the entrepreneurial journey, and even shifting countries for that challenging project. This mental shift has been the driving force in the post-layoff climate. Interestingly, we have seen during the course of these discussions that most leaders who are taking on entrepreneurial journeys already have a cautious mindset. They wouldn’t want to find themselves in a similar position in the future. Caution and strategy will govern their current decisions. Imposter syndrome is real, even more so when it comes to surviving tough times. We have many techies resorting to working on their skill development, focusing on personal growth and their adaptability to changing scenarios. The skills, knowledge, and expertise that technologists have will continue to be put to good use, whether in their own ventures or those of others. <h3><strong>Authored by Roopa Kumar </strong></h3><p> TOI article - <a href="https://timesofindia.indiatimes.com/blogs/voices/whats-next-for-laid-off-technology-leaders/">https://timesofindia.indiatimes.com/blogs/voices/whats-next-for-laid-off-technology-leaders/</a></p></p>
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<p>The evolution of a leader has been phenomenal in history. Different<a href="https://www.purplequarter.com/styles-and-frameworks-of-leadership/leadership-advisory/"> leadership styles</a> to leading with <a href="https://www.purplequarter.com/lead-with-empathy-purple-quarter/leadership-advisory/">empathy</a>, being <a href="https://www.purplequarter.com/leading-with-courage-how-to-inspire-and-motivate-your-team/leadership-advisory/">courageous</a> and <a href="https://www.purplequarter.com/leading-with-presence-the-power-of-mindful-leadership/leadership-advisory/">mindful</a>; leaders have evolved over the ages, and they have best equipped themselves to lead in this <a href="https://www.purplequarter.com/technology-leader-in-the-digital-era/leadership-advisory/">digital age</a> and era. Yet another concept taking strides is that of leading with a purpose! <h3>Lead with purpose - what does it imply?</h3><p> Leading with a purpose means having a clear and compelling vision for what you want to achieve as a leader and ensuring that all of your actions are aligned with that purpose. It involves understanding your values and beliefs, as well as the values and beliefs of your organization and its stakeholders, and using them as a guide to make decisions that support your goals. Those who lead with a purpose are passionate about what they do, and they inspire others to follow them by communicating their vision effectively and by creating a positive and supportive work environment. They are also able to motivate and empower their team members to work towards achieving their shared purpose. Leading with a purpose is not just about achieving material success; it is also about making a positive impact on the world and contributing to the greater good. It requires a commitment to values such as integrity, honesty, and social responsibility. By leading with a purpose, leaders can create a sense of meaning for their team members, which can lead to increased engagement, motivation, and productivity. <img class="aligncenter wp-image-142811 size-full" src="https://admin.purplequarter.com/storage/posts/67fdd6615da4e-The-Power-of-Purpose-Driven-Leadership-How-to-Lead-with-Clarity-and-Passion-1.png" alt="Leadership with a purpose" width="1200" height="800"> </p><h3><strong>To lead with purpose, what qualities should a leader possess?</strong></h3><b>Visionary</b><p>: A leader should have a clear vision of what they want to achieve and how they plan to achieve it; having a purpose defines it. They should be able to communicate this vision effectively to their team members and stakeholders. <b>Passionate</b>: Passionate leaders are all about what they want to do and how they get it done. For a leader with purpose, being passionate about their work is an essential quality. They have a strong belief in their vision and are committed to achieving it. <b>Empathetic</b>: Being empathetic and understanding the needs and concerns of team members and stakeholders is crucial for purposeful leadership. With empathy, such leaders are able to listen actively and respond with compassion. <b>Courageous</b>: Courageous leaders are not afraid to take risks and make difficult decisions. They have the courage to stand up for what they believe in and to take action when necessary. <b>Authentic</b>: A leader who is authentic and true to themselves often leads with the purpose of aligning the team and organizational goals. They are transparent and honest in their communication with others. <b>Collaborative</b>: Collaborative leaders who work well with others, value teamwork, and encourage the input and ideas of their team members are ideal for purpose-driven leadership. <b>Resilient</b>: Resilience helps leaders lead with purpose as they are able to adapt to changing circumstances and persevere through challenges and setbacks. <b>Ethical</b>: Leaders who lead with a purpose are ethical and act with integrity. They are committed to doing what is right, even if it is not the easiest or most popular choice. Leaders possessing these qualities create a positive and supportive work environment and inspire their team members to work towards a common purpose. </p><h3><b>Define personal purpose</b></h3><p> One’s personal life influences the structure of their professional life. In order to shape the purpose of their leadership, one needs to define what they stand for and identify what truly matters: values, ambitions, and the way one thinks the world should be. Ensure that the behaviour stems from the core beliefs by expressing those internal truths through actions. Only a unique personal purpose will work — a general mission statement won't do. It is then possible to examine how the personal purpose relates to the leadership role and how it aligns with the organization's goals. </p><h3><b>Put the purpose into practice</b></h3><p> The role of purpose is, to figure out why you're here and why everything you do is important. With this knowledge, you should be able to re-centre yourself at the moment. Your decision-making and action-taking skills will be tested when you use them. You must pause and ask yourself: <i>Does this put my gifts to good use? Who is this helping, and will it benefit them in the way I intend? How can I multiply its impact?</i> In any moment or meeting, your purpose must help you answer these questions. The purpose of your leadership might be different from the purpose of your organization, and that's okay. Identifying how your personal purpose contributes to the success of your organization will make it easier to achieve success. Organizational and personal purposes can coexist and benefit each other. You might sometimes be inspired and driven by your company's purpose. In other moments, you may be the source of inspiration and motivation for people at your organization, creating an infinite loop. </p><h3><b>What is an organization's purpose?</b></h3><p> Typically, a company's mission statement includes its purpose. It intends to inspire and motivate the organization. And possibly, it references responsibility, sustainability, or community. If you don't have an actionable, functional purpose that impacts people's lives, it's only an aspiration. Some leaders believe that pointing out this aspiration will somehow allow it to manifest in their organizations. For your purpose to become reality, however, you need a solid plan and good change management leadership. </p><h3><b>Develop a leadership purpose that elevates your performance</b></h3><p> Most leaders go through three stages, take a moment to consider where you are at: Creating or accepting an aspirational purpose for people to feel good about is the first stage. There is usually no connection between it and the "what" of the organization (its performance). There will be no change in how the organization operates, no change in how decisions are made, and nothing will change. The second stage of the process involves asking yourself why, understanding the relationship between purpose and performance, and putting it into practice. Your performance matters for a reason that you haven't fully examined. In your organization, performance does not motivate your people to do their best work or give them the energy to create, strategize, and grow. Purpose does that! To enrich the performance, one must boost the purpose. The final stage is where a leader pauses, reflects, and understands the purpose mindset: your own personal purpose and how that connects to your organization. Knowing why your organization needs to perform beyond satisfying just the shareholders. “Leading with a purpose” is more than just a buzzword - it's a mindset and a way of life that can have a powerful impact on the team and the organization. By staying true to personal values, setting clear goals, and empowering teams to be their best selves, a leader can create a purpose-driven organization that is truly unstoppable. </p><h3><strong>Authored by Richa</strong></h3><p> For more information, please reach out to the <a title="This contact has been encoded by CleanTalk. Click to decode. To finish the decoding make sure that JavaScript is enabled in your browser." href="mailto:ma*******@pu***********.com" data-original-string="kaI6eq8rq398qgTZYy7BpgMCi4Ug5NeuXxEIQwTPOH4=">Marketing Team.</a></p></p>
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<blockquote>“I learned that courage was not the absence of fear but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.” - Nelson Mandela<p> Humans are often seen as social creatures distinctive from each other regarding personality and attributes. One thing we all have in common is courage although the level of it highly varies. One might be extremely courageous in their action while another not so much. The same applies in the workplace, where leaders and employees showcase their courage from time to time. The question is, ‘Is it necessary to be courageous?’ In today’s time, when uncertainties are high and so are the stakes of our actions, it all boils down to taking the onus of the situation at hand. Leaders from various schools of thought, industries, and positions have repeatedly demonstrated high levels of courage. While parts of one’s personality are inherited, such as motivating people or natural leadership, others may need some effort and work. Courage is one such characteristic that can be learned and honed. One needs to show courage over and over again during their tenure; it is seldom a one-time phenomenon. Being a leader means being at the forefront of every situation, good or bad. And leaders often face unpleasant scenarios in the face of numerous uncertainties. Being courageous in these situations enables taking decisions and actions for the long run, even if they have immediate and short-term consequences. The ability to be courageous allows one to take steps into unknown territories. </p><h4><b>Boldness in the face of apprehension</b></h4><p> Driving decisions that impact others can be a tedious task with great responsibility. Ideal leaders often and readily choose to be courageous, overcoming fear of what can go wrong. They risk their reputation. Take a hit for the sake of the organization. It is never easy or comfortable. Doing what is right at the moment in time is what matters, sometimes waiting it out means losing out on an opportunity. </p><h4><b>Leaders face their fears</b></h4><p> There is a trio of fears that reside in the human mind - <i>discomfort, risk, and failure.</i> Leaders have to face these fears with every decision they make. Being in your comfort zone is the easy way out, but it's not necessarily the right thing to do. Good leadership can be uncomfortable, but it must be done. Anyhow, nothing is a 100% guarantee; there is always a risk associated with it. Sometimes leaders choose not to act upon a situation owing to the risk of losing, but in truth, the failure to act causes potential issues. With the courage to enact change in a situation, such futuristic issues can be mitigated to large extents. The last part is the most dreadful, failure. A considerably small percentage of people and leaders are open to failures, and no one is taught how to deal with them, hence it is feared the most. The inability to succeed paralyzes leaders. The fear of failure often prevents people from sharing ideas and information. </p><h4><b>What are the characteristics of a courageous leader?</b><b> </b></h4><p> A courageous leader is the one who exhibits one, if not all, of the following characteristics: <b>Authentic: </b>Authenticity is the foundation of courageous leadership. Employees' perceptions of authentic leadership are strong predictors of job satisfaction, organizational commitment, and workplace happiness, according to a study. Research also shows that organizations that are comprised of leaders who are true to themselves demonstrate improvements in both employee trust and performance. The stepping stone to become an authentic leader is to focus on self-improvement. <b>Resilient: </b>Leadership can be challenging. When complex business problems arise, one needs to be prepared to meet them head-on and be resilient to work toward a solution. Resilience is the ability to not just endure great challenges but to get stronger in the midst of them. Additionally, resilience isn’t something everyone intrinsically possesses; it’s a learned capability that leaders can hone with experience. <b>Emotionally Intelligent: </b> A keen sense of emotional intelligence is vital to being a leader who can collaborate with others to achieve organizational goals. According to research by TalentSmart, 90% of top performers in the workplace have a high degree of emotional intelligence, compared to only 20% of bottom performers. Emotionally intelligent leaders are more able to demonstrate willingness and ability to change, which enhances trustworthiness and boosts employee buy-in when it comes to change initiatives. Experts believe that becoming a leader who is attuned to emotions requires a “willingness to cultivate, enhance, and deepen your self-awareness, and to learn to trust it.” <b>Self-disciplined:</b> In addition to building self-awareness and a deeper understanding of emotions, one needs to exercise self-discipline and demonstrate poise—even in the most tiring circumstances. When facing a crisis, one needs to be prepared to lead under pressure and remain composed. A key initial step is to assess the circumstances at hand rather than act prematurely. <b>Committed to purpose: </b>Purpose is critical for both individual and organizational success. A report by EY shows that 96% of leaders believe purpose is important to their job satisfaction. An independent study by DDI found that purpose improves long-term financial performance and organizational resilience. To reap the benefits, leaders and companies must consider how they can be more purpose-driven and instil a sense of mission by leveraging the organization's objectives. Leaders should encourage their teams to contribute to important strategic initiatives by delegating tasks that will drive key projects forward. <img class="aligncenter wp-image-141622 size-full" src="https://admin.purplequarter.com/storage/posts/67fdd68ca086d-2.png" alt="traits of a courageous leader" width="1200" height="800"> We all possess these traits to varying degrees. It is through courage that we can grow as individuals and make positive changes in our lives. One way to tap into courage at any time is to ask yourself earnestly, How can I be courageous at this moment? Strength, originality, intelligence, and the willingness to embrace the unknown are hallmarks of a courageous leader. To be courageous, start small and work on it consistently every day. Each courageous act is the stepping stone for the next. Take notice. Watch how confident and empowered you’ll feel and how much more you’ll accomplish when you’re not afraid. Being positive means taking risks for the greater good, adapting to ever-changing conditions, and remaining curious about what your team can accomplish without preconceived notions. </p><h3><strong>Authored by Richa</strong></h3><p> For more information, please reach out to the <a title="This contact has been encoded by CleanTalk. Click to decode. To finish the decoding make sure that JavaScript is enabled in your browser." href="mailto:ma*******@pu***********.com" data-original-string="kaI6eq8rq398qgTZYy7BpgMCi4Ug5NeuXxEIQwTPOH4=">Marketing Team.</a></p></blockquote>
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