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How can a leader keep his humanity when so much of our work and life is being automated and the AI so present?

Cristina Mancaș – HRVP at Schneider Electric South-East Europe

In the AI era we all started to question our roles and abilities to contribute to society. It used to be that the AI was going to replace the more physical, dangerous, and repetitive jobs, whereas now we see that it is touching creative industries, competing there more successfully than we could have ever imagined. It leaves you wondering of course, we are just a small piece in a giant machine, isn’t it? But we do need to remember what makes us human and what makes companies function and create value. At the same time, we should not be afraid to learn to work with and harness the AI powers.

In the years to come, we will surely need to redefine our individual roles. The faster we understand this and the faster we embrace and learn to incorporate AI into our day-to-day activities, the better we will be. It is no different and no less significant than the revolution caused by the personal computers. Now we cannot imagine not working with them – whether they come in the shape of a laptop or of a smartphone – and we notice how limited have become the options of those who did not adapt to use them. The same thing will happen with the AI – it will help us work better, but we will first have to adjust and embrace it.

Corneliu Bodea – CEO Adrem & President of Romanian Energy Center

AI is not yet so present in our lives in such a way to look to our ‘humanity’, and this is why I consider that the humanity in us is for future generations to consider. Although it looks like we still have time, I believe that we have to set some rules referring the AI developments. This needs a philosophical approach and not a technological one. I am a partisan of regulation in this beautiful human endeavor.

Leadership is about love, about feelings and that is why I believe that expressing your feelings and vulnerability is key to perform in this direction. That is why, people will never ever have as leaders AI … elements.

Andreea Mihnea, Chief People Officer, First Bank

1. How would you define leadership? Are there any universal characteristics of good leadership? How can you tell? If so, what are the top 3-5 characteristics of good leadership regardless of context?

Leadership can be defined by two qualities: the ability to generate a vision of a better or more adequate environment to attain a specific purpose and the capacity to make that new reality happen through people.

It is very easy to see where leadership is absent as change is also not there; in a world where change is the norm, we often see environments that remain inert, failing to grow and reinvent themselves. By contrast, leadership is present wherever there is visible successful change in communities, companies, society. One might say that a leader is the one who can make change happen.

In my view, regardless of context, the following characteristics make a good leader:

• A healthy level of emotional intelligence
• A good understanding of social networks dynamics
• Strong communication ability
• Courage
• Energy

2. What is the impact of top leadership team’s values within organization? Why are values important at leadership team level?

The impact is real even though it is often not easily correlated with the values espoused at the top. Since values are anchors that guide everyday decisions and leaders make the most decisions affecting the organization’s course of life, values of the top team are essential for the latter’s success.

I have learned to look closer at the small things in order to assess the values of the leaders I work with. The reason is that they normally pay attention to their image and naturally tend to take care of the big things they do and how they do them. But their real values are revealed in small, mundane circumstances. When they are late, when mistakes are made, when they are wrong and do not want to admit responsibility, when they procrastinate decisions, when they take people for granted, when they overuse their status and power.

3. What are the most important themes for leadership development nowadays? Do organizations trust leadership development initiatives? Do these initiatives pay off? How can we avoid failure of such development programs?

I believe the most important topics for leadership development nowadays are: personal energy management, exercising a growth mindset and creating psychological safety.

If done right, yes, organizations and leaders receive these initiatives as gifts. To avoid their failure, we need to make sure leaders are first and foremost exposed to self-awareness and reflection and that such programs are facilitated by very professional individuals who need to be leaders themselves to be credible.

4. People’s dark side can interfere with business results and the quality of their lives. So how do we manage it constructively? How have you used Hogan Leadership assessment to coach and develop leaders and to improve leadership team effectiveness?

In our case it was used for a better team alignment at the top as a starting point. The fact that our dark side is easily perceived by others and not by ourselves makes Hogan Leadership Assessment a very powerful tool to uncover who each member of the team really is, at individual level, like a mirror that others are uncomfortable to put in front of us directly. Hogan Leadership assessment does that at personal level generating a breakthrough for everyone in the team. Most of the members start a journey of introspection and reflection that brings to the team a better individual, one at a time. The effect is even stronger if a 360-degree feed-back is included and the members of the team are able to understand the dynamics they create and how they can create a better version of that team and the impact it can have.

How would you define leadership? Are there any universal characteristics of good leadership? How can you tell? If so, what are the top 3-5 characteristics of good leadership regardless of context?

Assessment-based coaching is transformative, far superior to traditional coaching because it is grounded in objective data essential to the coach and the participant.

Recently on Hogan Assessments’ The Science of Personality podcast, cohosts Ryne Sherman, PhD, and Blake Loepp spoke with four-time guest Jackie Sahm, MS, Hogan’s director of product development, about why assessment-based coaching is better than any other kind.

Looking at the Hogan 360 benchmark results of 29,026 leaders, the researchers identified leadership strengths by job role and by top quartile results and identified the competencies that separate the most successful senior leaders from the rest of the pack.

HR professionals are responsible for benefits plans, compensation packages, training and development, talent acquisition etc. They must anticipate problems and manage conflict effectively. Because they also ensure compliance with legal guidelines, they must readily adhere to standards and possess excellent communication skills. Since the role of HR can directly impact employee productivity and well-being, it is essential that HR duties are executed well.

The decision to change your behavior based on personality assessment results is hard. Arriving at that choice requires a leader to have an open mindset, strategic self-awareness, and Hogan coaching. Hogan practitioners who hold feedback sessions and ongoing development discussions need to understand how to predict feedback resistance and guide leaders past it to receptivity. Their conversations about behavioral change must be collaborative and empowering to address feedback resistance and compartmentalization.

By understanding characteristics that might dispose people to feedback resistance, Hogan practitioners can strategically direct a feedback session toward a positive outcome.

Read on to learn ways to turn resistance into receptivity.

Cum depasim opozitia in cadrul programelor de dezvoltare a talentelor si liderilor

Decizia de a-ti schimba comportamentul pe baza rezultatelor obtinute la testele de personalitate este una grea. Pentru a ajunge la aceasta decizie, un lider trebuie sa aiba o mentalitate de crestere, un nivel bun de constientizare de sine si ghidaj in ceea ce priveste rezultatele sale la chestionarele de personalitate. Consultantii si coachii certificati Hogan Assessments care sustin sesiuni de dezvoltare au nevoie sa inteleaga cum sa prezica rezistenta si sa ghideze spre receptivitate. Conversatia lor despre schimbarile comportamentale trebuie sa fie colaborativa si motivanta.

In cele ce urmeaza te invitam sa descoperi strategii prin care poti transforma rezistenta la feedback si coaching in receptivitate atunci cand derulezi un program de devoltare pornind de la rezultatele Hogan.

Famed management consultant Peter Drucker, PhD, once described leadership as being about followership. This may sound redundant, but from our perspective, there’s much more to it. At Hogan, we’ve been studying leadership for decades. In fact, we’re an international authority in the subject—specifically in the relationship between leadership, personality, and job performance. But we realize that, if you’re not an expert, the topic can seem incredibly complex.

Let us explain.

Organizations need to consider inclusion and belonging in their employee well-being initiatives. Diversity and equity are important, but inclusion and belonging give diversity and equity meaning. Belonging, especially, is a vital yet intangible outcome of excellent inclusion practices. A well-being initiative that incorporates inclusion and belonging prioritizes the unique perspectives that a diverse workforce offers.

The inclusion arm of diversity, equity, inclusion, and belonging (DEIB) strategies is often hard to measure. Diversity is a numerical fact about employees’ uniqueness. Equity is a body of strategic policy and procedure to benefit and protect employees. Inclusion necessitates leader and employee action to influence organizational culture. Even more abstract than inclusion, belonging is how individuals feel about the culture.

Let’s explore the difference between inclusion and belonging and how to emphasize inclusion and belonging in well-being initiatives.