What will companies of the future be like? [Txell Costa, CEO of Txell Costa Group]
Posted: Sun Dec 15, 2024 8:07 am
Going from being an entrepreneur (I started out as a freelancer over a decade ago) to managing a team of over 40 employees spread across Spain, Latin America, the United Kingdom and Switzerland is no easy feat. Scaling up is a huge challenge and involves rethinking the business model and internal organisation (protocols, automation, hiring, creating a sense of team spirit, etc.).
But above all, it involves investing time in yourself and asking yourself , “What kind of ‘boss’ do I want to be? ”
When I decided to start my own business , I did it to gain quality of life and to work in a more organic, natural, less “shark-like” way, consciously, respecting myself and my rhythms. So, when I started recruiting a team, I didn’t want to get out of line with this desire and that meant creating my own definition of “boss”.
SageI needed a way of leading that was not authoritarian - because I am not like that - but inspiring, that took people into account and listened to them, that the team feeling did not come armenia email list 105644 contact leads from creating team buildings lacking substance but from really cooperating, without competing.
One way of doing things is to assume that the idea of “talent retention” is no longer fashionable, because millennials are the kings of job jumping: on average, they change jobs every two years, seeking new challenges, growth and very motivated by the work/life balance.
That's how, little by little, I found my own way of practicing leadership . A very horizontal and shared way, just like I am. They call it "female leadership ," although I think it's for men and women.
In fact, back in 2013, John Gezerma, who heads the world's largest international polling panel, looked at these two questions:
What are the characteristics of “masculine” and what qualities are “feminine”?
What characteristics do managers need most in the future?
Questions asked to 64,000 people from 13 countries (representing 65% of global GDP).
The first response was to associate the term “masculine” with attributes such as “focus,” “force of action,” “aggression,” etc.
And the second answer was that the future lies in a more “feminine” leadership paradigm, which integrates attributes such as “creativity,” “empathy,” “intuition,” and “collaboration skills.”
John Gezerma's conclusion was: the future belongs to women and to men who think like women , as he argues in the New York Times bestseller, The Athena Doctrine. For me, it is not about gender-differentiated leadership, but, in short, about a more human leadership , where everyone can respect themselves and others.
It is about finding new ways of doing things where leaders become mentors and teams are empowered, which implies a change in the entire DNA of all companies.
We are living in a pivotal moment where both leadership paradigms converge: that of fixed hours and command and control, and that of work by objectives that delegates according to the personality of the worker. A historic moment that I have had the pleasure of immortalizing in my next book: Leading in the feminine for men and women. Anti-guru guide for the companies of the future .
Where I talk about how to grow the good vibe at work, how to attract talent and make it flourish, how to delegate tasks well and how to empower yourself to be more productive thanks to a healthy corporate culture.
A book that shows that there are other types of leadership, based on naturalness, ethics and collaboration, in which we integrate the most human and personal part of organizations.
But above all, it involves investing time in yourself and asking yourself , “What kind of ‘boss’ do I want to be? ”
When I decided to start my own business , I did it to gain quality of life and to work in a more organic, natural, less “shark-like” way, consciously, respecting myself and my rhythms. So, when I started recruiting a team, I didn’t want to get out of line with this desire and that meant creating my own definition of “boss”.
SageI needed a way of leading that was not authoritarian - because I am not like that - but inspiring, that took people into account and listened to them, that the team feeling did not come armenia email list 105644 contact leads from creating team buildings lacking substance but from really cooperating, without competing.
One way of doing things is to assume that the idea of “talent retention” is no longer fashionable, because millennials are the kings of job jumping: on average, they change jobs every two years, seeking new challenges, growth and very motivated by the work/life balance.
That's how, little by little, I found my own way of practicing leadership . A very horizontal and shared way, just like I am. They call it "female leadership ," although I think it's for men and women.
In fact, back in 2013, John Gezerma, who heads the world's largest international polling panel, looked at these two questions:
What are the characteristics of “masculine” and what qualities are “feminine”?
What characteristics do managers need most in the future?
Questions asked to 64,000 people from 13 countries (representing 65% of global GDP).
The first response was to associate the term “masculine” with attributes such as “focus,” “force of action,” “aggression,” etc.
And the second answer was that the future lies in a more “feminine” leadership paradigm, which integrates attributes such as “creativity,” “empathy,” “intuition,” and “collaboration skills.”
John Gezerma's conclusion was: the future belongs to women and to men who think like women , as he argues in the New York Times bestseller, The Athena Doctrine. For me, it is not about gender-differentiated leadership, but, in short, about a more human leadership , where everyone can respect themselves and others.
It is about finding new ways of doing things where leaders become mentors and teams are empowered, which implies a change in the entire DNA of all companies.
We are living in a pivotal moment where both leadership paradigms converge: that of fixed hours and command and control, and that of work by objectives that delegates according to the personality of the worker. A historic moment that I have had the pleasure of immortalizing in my next book: Leading in the feminine for men and women. Anti-guru guide for the companies of the future .
Where I talk about how to grow the good vibe at work, how to attract talent and make it flourish, how to delegate tasks well and how to empower yourself to be more productive thanks to a healthy corporate culture.
A book that shows that there are other types of leadership, based on naturalness, ethics and collaboration, in which we integrate the most human and personal part of organizations.