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In a period of technical disturbance and economic uncertainty, A 2024 Harvard Business Review Research shows that the “war for war” continues to continue, with 91.9 % of executives calling cultural barriers the biggest obstacle to organizational change.
During the years of a social business and COO of a custom software company, I have learned that the most successful organizations are rarely built only by individual efforts, but also through leaders who acknowledge that people are their biggest asset.
Leaders should not only be a decision maker, but should also be a farmer for skills, innovation and collective growth. Therefore, leadership should be less about commanding and more about connecting and creating an environment where human skills can really flourish.
There are five mistakes that leaders should avoid in 2025.
1. To ignore human development
When AI first began to change our industry, I saw that talented professionals were worried about their future. Fear was not just about employment safety – it was about compatibility. On the contrary, although A Mac Cancity Report It reveals that 92 % of companies intend to increase AI’s investment, only 1 % really consider their implementation.
The biggest asset of any company is its technology, but its people. In the AI ​​era, leadership is no less about implementing the latest tools – it is more about creating an environment where human capacity can develop. Modern companies are carefully choosing how to connect AI, balanced the technical skills with human skill. They admit that some roles may change or change, while technical tools will replace others.
Technology works best as a partner that enhances human creativity and solutions. The purpose is to avoid technological changes, but to use it with strategies, which can combine both human capacities and tools together.
Related: Here are the top 50 errors I have seen killing new companies
2. Failure to build a consensus -driven culture
In today’s organizations, it is fast to bring a diverse approach together. Although the traditional top downward approach works in some situations, mutual cooperation methods often lead to more innovation. Most teams take advantage of making timely decisions and finding a good balance, including different perspectives.
Consensus cultures sometimes need more than team meetings. They need structural processes that regularly encourage dialogue, active listening and collective decision -making through cross -function workshops, feedback channels and more.
The power of an organization often lies in the ability to transform different perspectives into modern solutions, making the potential conflict a source of creativity and strategic insights to a diverse view.
3. To ignore the alignment of value
Values ​​are not just words on the wall – they are the heartbeat of an organization. Conscious efforts are needed to keep these principles active in daily decisions.
Creating a true value is more than good intentions. This is a deliberate process of bringing your beliefs into everyday decisions. This means choosing that really reflect the basic promises of your organization – whether environmental stability, social impact or deep investment in continuous learning. Successful organizations often take time to apply their values ​​to everyday conditions and decisions.
The key is authentic. When an organization’s actions reflect its beliefs permanently, something is powerful. Employees become more than just workers – they become believers. Consumer transactions turn into loyal supporters and ambassadors. And the organization itself becomes more than a business. It becomes a community with a common goal.
4. Reduce the encycloped
The complexity of modern organizations demands more than the traditional leadership point of view. Income ledA framework developed by Harvard Scholars, recognizes that today’s most pressure challenges cannot be solved with all current knowledge. I have seen industries changing rapidly over the past two decades over the past five years, which means that leadership is now about guiding organizations through extraordinary change.
This approach recognizes two types of challenges: normal issues with well -known solutions, and complex issues that require fresh thinking. Good leadership involves creating an environment where teams can solve problems together rather than expecting leaders. Effective teams promote the ability to be quick when facing unexpected situations.
Related: 8 common errors you are doing as a leader
5. to ignore emotional intelligence
In a world where AI can handle more technical tasks, human connection has become our most valuable currency. I have seen that the brilliant teams are separated, not because of technical challenges, but because they have failed to communicate and understand each other.
Emotional intelligence is not a gentle skill – this is the basis of how we work together. This means creating places where people feel safe to distribute ideas, where differences are seen as power and where success is not only measured by numbers, but through it how we treat each other. The most powerful teams are the ones who know how to perform well in each other.
In a period of technical disturbance and economic uncertainty, A 2024 Harvard Business Review Research shows that the “war for war” continues to continue, with 91.9 % of executives calling cultural barriers the biggest obstacle to organizational change.
During the years of a social business and COO of a custom software company, I have learned that the most successful organizations are rarely built only by individual efforts, but also through leaders who acknowledge that people are their biggest asset.
Leaders should not only be a decision maker, but should also be a farmer for skills, innovation and collective growth. Therefore, leadership should be less about commanding and more about connecting and creating an environment where human skills can really flourish.
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