The Boss Argument.
It can be said there is a real vacuum for true leadership talent. In any conversation. a large percentage of workers in America have a passionate dislike for their boss and overall leadership in the workplace. Why do people have an uncomfortable feeling for their boss or team leader?
Often, people who work for a living as employees have a direct boss or team leader to whom they report. The intention of these leaders is to guide and steer their people for productivity and results. In addition to the aforementioned, these leaders are responsible for relationship management with their employees and team members.
The interview with Ron was a river flow of information for those who may be managers, companies owners or Human resources specialist. His primary function at Navalent is helping global startup and large companies scale and grow their business. Often as explained by Ron, companies don’t know the difference between scaling and growth for their company. The companies executives Ron works with are usually in the throes of messy and transformational change. Transformational change is not immediate, often requiring years of involvement and tweaking.
One of the greatest lessons Navalent has learned was leaders don’t contextualize properly and adapt to a new paradigm. Localization is the major force behind the contextualization, understand the same method does not work in each scenario. This contextualization is truly relevant in regional transplanted companies from different geographic areas. Additionally, the perception of millennials in the work place have the related issues.
Millennials in the work place
We talked a good clip about millennials and how this particular generation has scaled and built “businesses who employ workers are at the bottom of the latter related to other generations. The actual nature of millennials would be less entrepreneur and more Solopreneur.
Growth versus Scaling
The myth concerning growth is understood as doing more of the same with the same amount of resources after driving demand. Scaling is adding revenue faster than accruing cost. There can be a fine line difference between growth and scale up, but many companies don’t understand the difference.
Ron is co-founder and managing partner at Navalent. His duties focus around working with CEOs and executives pursuing transformational change for their organizations, leaders, and industries. His thirty-year track record helping some of the world’s most influential executives focused on helping tackle challenges of strategy, organization, and leadership. THe scope of duties ranges from start-ups to Fortune 10 companies for functional turnarounds to new markets and strategies, overhauling leadership and culture to re-designing for growth. Ron has performed his magic work in more than 25 countries on 4 continents.
Ron’s Contributions include:
- Contributor to HBR (Harvard Business Review)
- CEO Magazine
- Business Insider
- Business Week
- Smart Business, and thought leaders
You can read more of Ron’s insights at HBR (Harvard Business Review) and Forbes, and at the Navalent blog. The articles at these sights may provide additional insights on topics that Ron may be able to speak about on the show.by