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Leadership is Half the Story

A Fresh Look at Followership, Leadership, and Collaboration

Von Marc Hurwitz and Samantha Hurwitz
10 Minuten
Audio-Version verfügbar
Leadership is Half the Story: A Fresh Look at Followership, Leadership, and Collaboration von Marc Hurwitz and Samantha Hurwitz

Leadership is Half the Story (2015) presents leadership as a fluid state that people can and should move in and out of as circumstances change. By adopting such an approach, you can increase collaboration and boost success.

  • Staff and leaders in modern corporate workplaces
  • Entrepreneurs and business owners
  • Leaders and followers everywhere

Marc Hurwitz is the cofounder of and Chief Insight Officer for FlipSkills. He has a PhD in cognitive neuroscience and lectures at the University of Waterloo.

Samantha Hurwitz is the cofounder of and Chief Encouragement Officer for FlipSkills. She is a leadership and followership coach, as well as a consultant and trainer.

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Leadership is Half the Story

A Fresh Look at Followership, Leadership, and Collaboration

Von Marc Hurwitz and Samantha Hurwitz
  • Lesedauer: 10 Minuten
  • Verfügbar in Text & Audio
  • 6 Kernaussagen
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Leadership is Half the Story: A Fresh Look at Followership, Leadership, and Collaboration von Marc Hurwitz and Samantha Hurwitz
Worum geht's

Leadership is Half the Story (2015) presents leadership as a fluid state that people can and should move in and out of as circumstances change. By adopting such an approach, you can increase collaboration and boost success.

Kernaussage 1 von 6

In the modern, team-oriented workplace, social skills and adaptability are key.

It was just a few decades ago that leadership gurus like Jack Welch rose to prominence by peddling the idea that success is built on individualism, personal drive and self-reliance. But today, such a notion is almost inconceivable; the world of business has shifted and workplaces are more team-oriented than ever before.

In fact, a study conducted in 2012 found that, in the 1980s, just 20 percent of work happened in teams, compared to 80 percent in the 2010s. Thus, people entering the workforce in the twenty-first century are sometimes referred to as the “we generation.” This generation knows that working together is the best way to produce good work.

This new focus on teamwork has made interpersonal skills absolutely crucial for modern employees. People who lack such skills find it practically impossible to effectively contribute to a team. After all, if you can’t communicate well, listen to others or see beyond your own ideas, how can you contribute to a group effort?

But sociability isn’t the only necessary ingredient in the changing workplace. Agility is also invaluable. Modern firms are notorious for rapid-fire corporate restructuring, and one must be able roll with the punches.

According to a study done by the labor statisticians Hipple and Sok, the average employee stays with the same company for about 4.6 years. Jumping from job to job has become the new standard. Indeed, 51 percent of people stay at a given job for less than two years.

That’s why interpersonal agility, or the ability to adapt to new social contexts, is essential. If you’re always changing jobs, you’ll always be working with new colleagues, bosses and CEOs.

The ability to rapidly integrate yourself into a new culture is crucial.

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