A flexible leader with extensive global expertise overseeing complicated digital transformation and implementation projects for both corporate and retail banks. He is Biren Parekh, Director CRISIL, an enthusiastic, driven, and self-driven leader with excellent people skills. He firmly feels that results, not simply attempts, are what count. Supercharge Your Project Management Skills is the book he wrote. This book compiles the lessons I've learned from more than ten years of project management expertise. A strong proponent of giving back to society and an engaging speaker, he uses guest lectures and website blogs to impart his knowledge and experiences at conferences and B-schools.

In the world of AI, the landscape is evolving, and the leader’s role is undergoing a transformation. Traditionally, leaders were seen as individuals responsible for executing the vision for an organization. However, a paradigm shift is inevitable. Instead of merely managing and leading change, the next-generation leaders aspire to make and own that change. To excel in this role, today’s leaders need to cultivate four critical power skills: collaboration, adaptability, problem-solving, relationship building.

The new breed of leaders is not content with just overseeing change; they actively yearn for it. They understand the importance of taking ownership and accountability for making change a reality, which reflects “accountability” - one of PMI’s Power skills. These change leaders harness their power skills to push through resistance, connecting the dots, and unearthing blind spots. Through cogent focus and commitment, they influence outcomes and transform their sphere of influence, truly embodying the essence of a change maker.

In today's fast-paced world, seasoned project managers become bogged down in adhering to processes and systems. They often overlook the holistic approach needed to optimize existing structures and systems, resulting in less efficient outcomes. These project managers tend to focus on checking off boxes and hastily crafting go-to-market strategies.

Change makers adopt a design thinking mind-set that extends beyond enhancing the customer experience. They address resistance from all corners with strong beliefs, passion, thoughtfulness, compassion, humility, empathy, and integrity. Leveraging their power skills, expertise, and authority, change makers not only drive positive change but also set new trends, much like

Mahatma Gandhi and Dr. Martin Luther King exemplified.

Here are some key characteristics of change makers:

1. Collaboration for Social Change: Change makers leverage their collaborative nature, expertise, and authority to drive positive social change while prioritizing the humanity of stakeholders. They have the freedom, confidence, and societal support to tackle problems and initiate change. They stand up for larger cause when needed.

2. Adaptability: Change maker’s focus on making lean changes over time, leading to monumental transformations or new ways of working (WoW). They prioritize minimum viable changes, ensure that effective changes stick, and discard those that do not. By implementing changes gradually in 'thin slices' that suit stakeholders, they assess the practical impact of these changes for future improvements and adapt to meet the changing needs of the organization, and stakeholders.

By embracing the power skills, they can think differently, change the game, and drive the change that our VUCA world demands.

3. Problem-solving: Change makers follow the Agile Manifesto, responding to change rather than adhering strictly to a plan. They make the journey relatable and memorable for the people they work with, rewiring their thinking to embrace change. They continuously communicate with stakeholders, take critical feedback, and do course correction to meet larger goals. Their future-oriented focus helps in problem-solving and keeps moving.

4. Relationship building: Change makers concentrate on reshaping culture by overhauling and fixing systems. They step out of their comfort zones, transition into the learning zone, and eventually break into the growth zone. These individuals are the next-generation leaders, ground breakers, and social entrepreneurs, reinventing the way we work. They are not just influencers and players; they are the game changers.

In this evolving landscape, it is crucial for leaders not to just upskill and adapt but also demonstrate empathy and innovative mind-set. This Gen-z changemakers don’t stick to rudimentary rules. They break the ice, they break the glass ceilings and consistently demonstrate courage and strategic thinking, to bring the required change. They don’t shy away from making and accepting mistakes. They focus on business outcomes. They focus on delivering value and not just milestones. They believe in agility. They are ready to dirty their hands. They embrace mistakes. They demonstrate empathy. They adapt and make things happen. They are the Change Makers.

By embracing the power skills, they can think differently, change the game, and drive the change that our VUCA world demands.