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Federico will uncover why ‘intrapreneurs’ are urgently needed for the future success and prosperity of every organisation.
I recently attended a networking event in Melbourne, geared towards business executives including CEO’s, Company Directors, and HR Managers. When asked the question about my profession, with my response being that I specialise in ‘intrapreneurial leadership’, I received a perplexed look of intrigue, confusion, and amazement from the majority of participants.
I soon realised that the use of the word ‘intrapreneurial’ was the root of my problem, despite that fact that I was dealing with professionals with substantial human resources experience, and considerable knowledge of business leadership. Again, I witnessed the interesting phenomenon that a very large percentage of business professionals are still unaware of the meaning of intrapreneurship and the high importance this has in the Australian workforce for business leaders.
We all know that entrepreneurial leaders are passionate individuals, with a zest for life, and a willingness to conquer opportunities despite the risks. They typically enjoy operating outside of their comfort zone to chase their ‘dream’.
Despite these positives, entrepreneurs are also challenged by continual setbacks and sometimes failure to pursue their long term aspirations. This might include dealing with sceptics, managing cash-flow issues, and an avalanche of day-to-day operational issues.
Even more challenging is learning how to effectively manage their entrepreneurial employees, or ‘intrapreneurs’, to create a harmonious and productive workplace environment for all those involved.
Innovative companies like 3M, Google, Apple, Toyota, Lockheed, and Virgin, would have not existed so successfully if it hadn’t been for the innovative ideas of their passionate intrapreneurs, and the effective leadership by the management team.
Federico Re explores why Millennial employees need to be handled with care, and why they can be asset to your organisation.
There is no doubt that in today’s competitive environment, rapidly changing markets, and shifting trends, that a CEO is under enormous pressure to make the right decisions, and perform at their best.
A CEO is the decision-maker, the leader, the pioneer, the problem solver, the person people turn to for answers, as well as the person people blame if poor decisions are made within the organisation.
It is therefore not surprising that we are witnessing a ‘CEO epidemic’, where 2 in 5 CEO’s quit their jobs within the first 18 months of their appointment. This is fundamentally caused by their failure to secure long term strategic partnerships with their subordinates and peers.
Today’s executive leaders not only face scrutiny from the public, but also from their stakeholders, their executive team, and their employees. It often only takes one poor decision for the reputation of a CEO to overturn, and for their role to topple. Ego, self-confidence, and hubris are also common negative contributors or crippling factors that only accelerate their demise.
So, who does the CEO lean on to receive help, guidance, and achieve the desired results ? How does a CEO maintain his vision, his energy and passion, whilst staying calm and reassured during turbulent times ? Who can he trust the most when the ‘going gets tough’ ?
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