Instead, leaders earn their leadership positions when they adopt a certain combination of behaviors and mindsets. In an upcoming series of articles, I'll explain in more detail exactly how we've seen open leaders blossom at Red Hat. DeLisa Alexander | DeLisa is Executive Vice President and Chief People Officer at Red Hat. In our open organization, people don't just receive the status of "leader" when appointed to a position or given a title. We study it very closely. As I've said, however, great open leaders don't just appear overnight. And as our CEO, Jim Whitehurst, likes to say, changing culture to make it more open is difficult, because it involves trying to influence not only how people work (practices) but also what people value (principles). Get the highlights in your inbox every week. Because if we can understand, document, and actively cultivate it, we know we can build an organization full of innovative and passionate people enabling the best in one another. Like any other facet of organizational culture, open leadership is both a set of values or principles (mindsets) that people embrace, and a collection of practices (behaviors) they exhibit because of those beliefs. Rather than simply issue commands, open leaders take great care to provide teammates with both sufficient context for the challenges they face and the lattitude to make innovative decisions. They develop through extended periods of open behaviors that reinforce an open mindset. This type of leadership also encourages and gets buy-in from the whole organization. Different questions will be asked at interviews for leadership position jobs. The opinions expressed on this website are those of each author, not of the author's employer or of Red Hat. Only if its focus is people, What I gained by admitting I can't change…. Here are just a few behaviors we've noticed: Those are some pretty powerful behaviors! More specifically, that means they tend to believe: When these mindsets interlock with the leadership behaviors we’ve observed, we see extraordinarily powerful effects. It's deeper than that—something that's part of your organizational culture. It's the fuel for creating truly innovative and resilient organizations and propelling them confidently into the future. Open leaders constantly seek the best ways to align their teams' actions and behaviors with their organizations' mission and goals. And as our CEO, Jim Whitehurst, likes to say, changing culture to make it more open is difficult, because it involves trying to influence not only how people work (practices) but also what people value (principles). Under her leadership, this team focuses on acquiring, developing, and retaining talent and enhancing the Red Hat culture and brand. Rather than simply issue commands, open leaders take great care to provide teammates with both sufficient context for the challenges they face and the lattitude to make innovative decisions. So for years, we've been learning all we can about open At Red Hat, we're interested in helping everyone tap into that energy to be leaders who contribute at their best. Red Hat and the Red Hat logo are trademarks of Red Hat, Inc., registered in the United States and other countries. Open leaders are focused on granting authority to members of an organization. Like any other facet of organizational culture, open … For more discussion on open source and the role of the CIO in the enterprise, join us at The EnterprisersProject.com. You are responsible for ensuring that you have the necessary permission to reuse any work on this site. We call it the "Red Hat Multiplier.". Opensource.com aspires to publish all content under a Creative Commons license but may not be able to do so in all cases. Open leadership, communicating to your team and other teams in your organization invites feedback. Leadership and management are not synonymous. In general, we've noticed that open leaders tend to believe open is a better way. Open Leadership reveals step-by-step, with illustrative case studies and examples from a wide range of industries and countries, how to bring the precision of this new openness to both inside and outside the organization. Open leadership isn't something anyone can learn by reading a single book or skimming a checklist. The nature of work is changing. So to better understand this style of leadership, we're always interested in observing the behaviors that make leaders most successful—not just at Red Hat, but in other open organizations and open source communities around the world. It's deeper than that—something that's part of your organizational culture. Open leaders create a community with shared purpose, where everyone harnesses their individual strengths and talents to unlock their full potential. That last one is especially important: We find that open leaders work to create a context where everyone can thrive by contributing at their best. It's the fuel for creating truly innovative and resilient organizations and propelling them confidently into the future. The most successful leaders at Red Hat are those that earn respect by thinking and acting the open source way. Today in leading the company's global human resources and employment branding... 6 open source tools for staying organized, changing culture to make it more open is difficult. Open leaders tend to be transparent about both their goals and constraints, sharing data and resources as widely and thoroughly as possible. Open leadership points the way to self-regulating and self-directed teams. This open leadership style stands in stark contrast to the more autocratic approach that uses power to command and coerce. Open leaders constantly seek the best ways to align their teams' actions and behaviors with their organizations’ mission and goals. Leadership works differently at Red Hat. To do that, we've developed a framework that Red Hatters can use to guide their own open leadership activities, one they can adapt to their specific roles—wherever they might be in the organization. That fusion of open mindsets and open behaviors is open leadership's energy source. Let me explain what it makes it so powerful. This is the big one. We call it the "Red Hat Multiplier.". Like any other facet of organizational culture, open leadership is both a set of values or principles (mindsets) that people embrace, and a collection of practices (behaviors) they exhibit because of those beliefs. To do that, we've developed a framework that Red Hatters can use to guide their own open leadership activities, one they can adapt to their specific roles—wherever they might be in the organization. More specifically, that means they tend to believe: When these mindsets interlock with the leadership behaviors we've observed, we see extraordinarily powerful effects. Teams like that don’t require managers who add no real value beyond span breaking. It's deeper than that. Leadership works differently at Red Hat. That last one is especially important: We find that open leaders work to create a context where everyone can thrive by contributing at their best. Over the years, as we've studied the specific behaviors that seem to characterize open leadership, we've identified the general principles—the mindsets—that drive them. Open leadership isn't something anyone can learn by reading a single book or skimming a checklist. So how can you cultivate them? So to better understand this style of leadership, we’re always interested in observing the behaviors that make leaders most successful—not just at Red Hat, but in other open organizations and open source communities around the world. That special combination of behaviors and mindsets is something we call “open leadership.” We study it very closely. It's deeper than that—something that's part of your organizational culture. You have 15 people in your downline and P&L responsibility? In her nearly 15 years with the company, DeLisa has also worked in the Office of General Counsel, where she wrote Red Hat's first subscription agreement and closed the first deals with its OEMs. At Red Hat, we're interested in helping everyone tap into that energy to be leaders who contribute at their best. That fusion of open mindsets and open behaviors is open leadership's energy source. Answer open ended questions with a focus on the company's goals and mission. Open leaders create inclusive environments by drawing diverse and disparate groups of stakeholders into productive conversations and establishing the conditions for pointed yet respectful dialogue.
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