For the past 100 years business leaders have been trained to manage teams that are similar intellectually but widely disparate psychologically -- a group of engineers, say, whose members might be disciplined, introverted, anxious, cooperative, or any of a million combinations. That structure worked fine when business models lasted decades. In tomorrow's world the leader's job will be reversed. As companies revamp business models continually, the only teams that can do the job fast enough will have members who are highly diverse intellectually; the engineers, marketers, and designers will meet in the same room. And because the challenges the world throws at them will change rapidly and unpredictably, team members will have to share certain psychological traits, especially flexibility, adaptability, and resilience. Effective leadership will demand a new set of skills built around choosing team members, tuning the culture, and integrating radically different types of expertise.
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