In the digital economy Leaders need to cultivate a winning team culture where teams create value even remotely in

a network organization with personal power they lead people with position power they manage work they know the difference So

they manage by head to enforce order and lead by heart to stoke morale they adapt their leadership

style to the work situation They nurture relationships with the right enablers to promote agile teen performance not

individual performance to do it well they hone three critical skills empathy engagement and execution Episode one will review

the Abex 4.0 leadership paradigm in the context of the workplace in the new normal nourish a climate of

idea meritocracy nurture work relationships cultivate the right culture We will use the results of decades of field

research to provide answers to key questions underlying the paradigm the desired culture a practical understanding of organizational agility the

relationships and psychological climate that enable agility and the critical skills of an effective digital leader to continue to win

in the network economy of the 21st century Your organization will need a new leadership paradigm Why Because we all

need to learn the art and the science of remotely creating value in a network organization working with

team members from multiple generations The COVID-19 pandemic redefined mandated and accelerated the new workplace new

hybrid work from home and work from office arrangements have made it even more difficult to

increase productivity creativity and harmony Whether physical or virtual human interactions now demand higher levels of mutual

trust cohesion candor and open mindedness to create value based on decades of field research we

have formulated the orbs 4.0 leadership paradigm in the context of the new workplace by

providing answers to three key questions First what is the corporate culture best suited for

victory in a network economy Second what relationships do people at work need to nurture

Third what is the psychological climate that people need to nourish What is the corporate culture best suited for

victory in a network economy The answer is a winning team culture a winning team culture champions agile team performance

not individual performance Michael Jordan said it best talent wins games but team work and

intelligence win championships A winning team culture is formed by agile teams who are trained to

understand and practice the five victims of a winning team meaning results process growth and mindset

What relationships do agile team leaders and members need to nurture three important relationships will

help your organization execute with speed and flexibility in the digital economy Cooper operation coord nation

and collaboration Lets call them the three CS Cooper operation refers to the relationship between members of the same team

co ordination refers to the hierarchical relationship between a team leader and a team member Collaboration

refers to the relationship between members coming from different teams work relationships constitute the critical success factor

for agility They are the 20% input that will drive the 80% output of the business

work relationships determine how well technology is used how well processes are executed how well competencies are

deployed and how well the corporate culture is cultivated on a daily basis When the quality of work relationships is

poor the value of having technology and in individual competencies will not be maximized The brilliance of processes will not

be realized and the sustainable advantage of culture will not be enjoyed Digital talents focus their attention

and energy on this element to boost agility to dissolve inertia from silo behavior and

nurture harmony while significantly impacting business results What is the psychological climate that agile teams

need to nourish agile teams champion idea meritocracy where the three CS help teams to get things done with

speed and flexibility Idea meritocracy helps teams to choose the right thing to do Idea Meritocracy

is the fuel for the rocket called agility In a climate of psychological safety ideas are expressed

freely without fear of ridicule or punishment Teams that want to forsake The damaging effects of

ego are able to lose agility raise productivity and dissolve inertia from silo behavior Ideas are heard and considered

with a sincere and shared effort to find the best among alternatives with mutual trust and solidarity Teams practice radical

honesty and radical transparency in a two way communication style that encourages Kandor and open mindedness speed and flexibility from

the three CS without idea meritocracy to always validate that you are doing the right

thing will bring only disaster The combined answers to the three questions bring us to

a practical understanding of organizational agility It is the collective ability of all teams in the organization to do the

right thing with speed and flexibility This practical understanding of organizational agility has become the foundation

for building our Abex 4.0 leadership paradigm The corporate culture best suited for the digital economy

is a winning team culture which prizes agile team performance over individual performance to do the right thing digital talents

team leaders and senior leaders need to nourish a risk free climate that promotes idea meritocracy to

do the thing right They need to nurture the three CS to enhance their ability to execute with speed and

flexibility to do those things Well their leaders will need to hone three critical skills empathy engagement and

execution Empathy enables the relationship called cooper operation digital talents strive for relationship excellence understanding not just knowing

what the other person sees and feels enables the influence associated with personal power engagement empowers the relationship called

co ordination Digital team leaders use position power when they make decisions They strive to enforce order for process excellence

and stoke morale for people excellence They engage team members with completed staff work and empower them to

decide when appropriate to heightened growth and commitment They manage by head and lead by

heart execution is enhanced by the relationship called collaboration They strive for business excellence as they

work with other teams within and outside the organization to achieve shared goals They build an agile team network

for operating and strategic excellence In this episode we learned the orbs 4.0 leadership paradigm

in the context of the new workplace We reviewed the results of decades of research that

have provided answers to key questions underlying the paradigm the desired culture the relationships and psychological

climate that enable agility and the critical skills of an effective digital team leader In

the next episode you will take a deeper look at the challenge of practicing idea meritocracy which

can only be realized when the highest level of unity in the abex 4.0 relationship bar

is achieved