The Magnolia Moonshot 2030 Movement

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This blog was collectively written by the Magnolia Moonshot 2030 Project Founders and is provided by Darcy Winslow, one of the founders.  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Academy for Systems Change and the Magnolia Moonshot 2030 Project that aired on Tuesday, February 16th, 2021.

 

In order to meet the challenges of our time, we need to shift our thinking as individuals and as a society. The profound changes that are necessary today require a shift in our paradigm of thought and a shift in consciousness from an ego-system to an eco-system awareness. The deeper we move into the complex, volatile, and disruptive challenges of the twenty-first century, the more this hidden dimension of leadership moves to center stage. The blind spot in the 20th century toolkit of economics and management can be summarized in a single word: consciousness.

Consciousness is a thread that connects the 3 Divides (attribution to Otto Scharmer); a shift in consciousness will illuminate the interconnections among the Spiritual, Social, and Ecological Divides thus creating the conditions for current realities to transform into our desired common futures.

We are called to live with courage and collective integrity, for our survival and ability to thrive.

Spiritual Divide

Consciousness is our fluid basis for how to proceed with kindness, listening, learning, self-reflection, connection to self, and awareness of other. We have a human crisis resulting from people thinking of self in an egoistic way rather than as a higher Self who sees the bigger picture of us as community. Our aspiration is to support the inherent value of each person and create a flourishing world for all of us. We are warriors of love, calling all like-minded people to join us in changing the paradigm from “me, we, they” to a global and universal “us”.

The Spiritual divide manifests in rapidly growing figures on burnout and depression, which represent the growing gap between our actions and who we really are:

  • 1 person dies every 40 seconds from suicide (World Health Organization). There are 800,000 deaths per year from suicide, which is the leading cause of death in developing countries for people age 15-49. (Institute For Health Metrics And Evaluation, Global Burden Of Disease 2010)
  • Depression and anxiety disorders cost the global economy US $1 trillion per year and people with mental health conditions often experience severe human rights violations, discrimination, stigma (WHO)
  • Most disorders classified within mental health — that is depression, anxiety, bipolar and eating disorders  — are more common in women than men. This pattern appears to hold true across most (in some cases all) countries. (org).
  • The annual cost of burnout to the global economy has been estimated to be $323.4 billion. Such costs have led to the World Health Organization predicting a global pandemic within a decade (and now here we are with COVID!).

Social Divide

Empathy is when we can enter into another’s reality without judgement to radically listen, radically see, and radically imagine. This is how we earn the right to be heard. By being witness bearers and showing empathy towards our sisters and brothers we deepen our connectedness. People everywhere will collaborate to create a future where we can heal the social divide(s) and create a world where all people have enough. Our deep connectedness and shared consciousness will guide us to create physical, social, and economic well-being where all can flourish. This can only happen if we are in tune with nature, understanding of our inescapable interconnectedness, and design our ways of living to be in balance. Our deep connectedness and shared consciousness will guide us to find the way back to each other.

Current statistics reflecting the social divide include:

  • The necessary contribution of women is difficult in a world where, despite representing close to half of the world population, women are under-represented in decision-making bodies. This lack of representativeness is significant: in 2016, just 22.8% of the total of national members of parliament and 4% of CEOs of biggest Fortune 500 companies were women. And in 2011, women occupied only 7% of ministries of the environment, energy or natural resources and represented some 3% of those responsible for science and technology.
  • Racism, racial discrimination and xenophobia are global phenomena. Each regional context is different and victims differ in language and culture. But the experience of exclusion, subordination, violence and discrimination is remarkably similar.  Racism as a worldwide phenomenon requires a worldwide response. (The World Conference against Racism, Racial Discrimination, Xenophobia and Related Intolerance)
  • Access to water and sanitation are recognized by the United Nations as human rights, reflecting the fundamental nature of these basics in every person’s life. Lack of access to safe, sufficient and affordable water, sanitation and hygiene facilities has a devastating effect on the health, dignity and prosperity of billions of people, and has significant consequences for the realization of other human rights.
  • There is enough food to feed 7+B people, but we have a distribution problem: over 1B people have too much food, and over 1B people have too little food.

The Ecological Divide.

The ecological divide describes the fact that humans have organized our economic and social systems largely without regard to ecological limits on a global scale. We are supporting our needs (and in many cases our wants) through degradation of the very systems we need to sustain our species and other species on earth over the long-term.

Through innovations in technology and medicine over the past several centuries, (wo)mankind has successfully extended our natural lifespan and enhanced our quality of life (in developed countries), at the expense of the natural world. We have found ourselves in a ‘negative reinforcing cycle’ and are out of balance with the natural world.

Wealthier developed countries are thriving, while those in the least developed countries struggle to survive day to day while striving for the lifestyle of the (overly) developed countries. This is a moral dilemma as well; if all countries were to achieve our (on average in the US) lifestyle, the collapse of ecosystems would accelerate beyond all scenarios.

The ecological divide relates to the socio-economic divide because the organization of our social and economic systems has a great deal to do with our transgressing the boundaries of earth’s systems; we will have to consciously re-organize these systems if all humans are to have a good life on a sustainable planet. This also requires us to pay attention to equity, inter-generational and international harm, climate justice, and public participation–all socio-economic divide issues.

Ultimately, we need to bring humans back into a consciousness of earth’s limits and how we can have a good quality of life while respecting these limits. We, as individuals and society at large, need to regain congruence between our beliefs and values and how we live and work. This requires both science–to tell us where the limits are and to understand how ecological systems function–and spirit–to value the well-being of humanity and the planet more than our own excessive material consumption. This is where the ecological divide links to the spiritual divide; consciousness, care, and simplicity–all spiritual virtues–will have to be a part of bridging this divide.

There are many examples:

  • We are depleting and degrading our natural resources on a massive scale, using up more nonrenewable precious resources every year. Although we have only one planet earth, we leave an ecological footprint of 1.75 planets; that is, we are currently using 75% more resources than our planet can regenerate to meet our current consumption needs.
  • Burning fossil fuels to generate energy, clearing natural ecosystems for human uses such as development and agriculture, and generating waste that is difficult to dispose of without harming wildlife and ecosystems all contribute to climate change.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

The founders of the Magnolia Moonshot 2030 Project collectively wrote this article, which was provided by Darcy Winslow. Darcy is one of the founders of the Magnolia Moonshot 2030 Project and the President and co-founder of the Academy for Systems Change. The Academy advances the field of awareness-based systemic change to achieve economic, social, and ecological wellbeing. Darcy worked at Nike, Inc. for 21 years and held several senior management positions, most notably starting the Sustainable Business Strategies in 1999 and as Senior Advisor to the Nike Foundation. She serves on the board of The Carbon Underground and The Cloud Institute for Sustainability Education.

 

6 Essential Leadership Lessons Learned from Experience

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This blog is provided by Ron Riggio, author and Professor of Leadership and Organizational Psychology at Claremont McKenna College, as part of the International Leadership Association’s interview series.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Becoming a Better Leader: Daily Leadership Development that aired on Tuesday, February 9th, 2021.  Ron recently published a new book called Daily Leadership Development: 365 Steps to Becoming a Better Leader.

 

How to turn experiences into valuable leadership lessons

What is Wisdom?

I found myself pondering this question the other day and I think I have an answer: Wisdom comes from a combination of learning from experience, reflecting deeply on those experiences, and applying the scientific method (that is, trying to find objective support for what you have learned, and/or testing whether what you have learned, or what you think you have learned, is valid).

Here are some leadership lessons that I have learned from the combination of experience, observation, and what we know from the research literature on leadership.

  1. Be Authentic. It is critically important to let others know where you stand on issues. Dealing straightforwardly with others is the key to authenticity. Indeed, authentic leadership is becoming a very popular theory of leadership. Learn more about this here.
  2. Communicate, Communicate, Communicate. Arguably, the biggest mistake that leaders make is under-communicating. Many times leaders believe others know more than they actually do. Make sure to let others know what is going on – the direction the company is taking, any critical changes (particularly those that may affect them), and address any rumors that are going on with information that informs workers. It is nearly impossible to over-communicate.
  3. Don’t Be Stingy with Praise. Too many leaders dole out praise like it is money from their own pocket. Show appreciation for the accomplishments of others – and do it frequently. Research supports the idea that positive reinforcement is extremely effective, and under-used.
  4. The One Hour Rule. This is a more practical lesson and it comes from an informal policy at my previous institution. The “one hour rule” refers to a norm that typical department, committee, or team meetings should be scheduled for no more than one hour. If a longer meeting is needed, people are told in advance. What is the lesson for leaders from this rule? Use your time wisely. Don’t waste others’ time needlessly. If you can get it done in 15 minutes, get it done!
  5. Be Patient, But Not Too Patient. We all work at different paces, and sometimes people take longer to perform a task than we would, or complications arise that delay completion. Learn to be patient with others, but it is also important to not allow unnecessary procrastination. Leaders can cut followers some slack, but not too much.
  6. Be Kind, But Not Too Kind. Leaders need to be aware of the power dynamic and avoid being too overbearing. Kindness can go a long way toward building good leader-follower relationships. It is important, however, for a leader to not allow followers to take advantage of that kindness. More on this here.

What are some of your important leadership lessons learned from experience?

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

This article was originally posted on Psychology Today.

 

About the Author

Ron Riggio is the Henry R. Kravis Professor of Leadership and Organizational Psychology at Claremont McKenna College. He is the author of more than a dozen books and more than 100 research articles and book chapters in the areas of leadership, organizational psychology, and social psychology. Ron is the former Director of the Kravis Leadership Institute at Claremont McKenna College. He has served on the board of numerous journals and writes the Cutting-Edge Leadership blog at Psychology Today.  At the 2020 International Leadership Association’s annual conference, Ron was one of two people awarded the Lifetime Achievement Award.

 

Photo by Brett Jordan on Unsplash

Three Problems of Power—Problem Three: Distance and Dehumanization

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This blog is provided by Margaret Heffernan, author of the book, “Uncharted: How to Map the Future Together.”  Margaret’s interview is also part of the International Leadership Association Interview Series.   It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled “Uncharted: How to Map the Future Together” that aired on Tuesday, January 19th, 2021. The past two weeks have featured the first two problems.  Problem one was Pleasing and problem two was Silence and Blindness.  This is the final week of the series.

 

Problem Three: Distance and Dehumanization

When CEO of Lehman Brothers, Richard Fuld was driven from his home to a heliport, then helicoptered into Manhattan, driven in another limo to the bank’s offices where a private elevator sent him up to his office. This ornate commute ensconced him in a physical bubble that no weak signals or accidental encounters could penetrate. This physical manifestation of power may look like luxury but it comes at a cost. The bubble of power seals off bad news, inconvenient detail, hostile opinion and messy reality, leaving leaders free to inhale the rarefied air of pure abstraction. Like the cave dwellers of Plato’s parable, the powerful risk mistaking shadows for reality.  Power inserts distance between those who have it and those who do not. It determines whether you fly in the peaceful isolation of a private jet or the middle row in economy, next to the mother who needs help with her restless child. Power lets you, like the Google founders, arrive at meetings via paraglider, not stuck in San Francisco traffic.

The physical distance experienced by the powerful is amplified by the psychological distance of hierarchies. Frances Miliken, who helped to pioneer the research into organizational silence, also studied how those in power communicate differently from those without it. Her language analysis showed a more common use of abstractions and a tendency to over-optimism. Experimentation showed that people given power demonstrate more stereotyped thinking. Further from the action, reinforced by a sense of their own capability, the combination of power, optimism and abstraction made them more confident of their own judgement. The more cut off from others, the more certain they were of their decisions about people and detail they did not know.

That it is a problem is obvious in catastrophes like the COVID pandemic and Hurricane Katrina or, in the UK, the fire at Grenfell Tower. In each case (and there are many more) big decisions are made by confident, optimistic people who think largely in abstraction. Some even regard this as an asset, as when one executive recently suggested to me that it would be better for layoffs to be decided by leaders too far from the action to know the people impacted by their decisions. Distance, dehumanization were seen as assets.

This is the third problem of power. Its status and rewards erode judgement. This isn’t wholly inevitable; a few leaders I’ve known have had the humility and tenacity to fight it, to reach into, rather than over, the crowd. But it is phenomenally difficult to disbelieve the worship of the crowd. If the world chooses to throw all these goodies my way, it must be because I’m worth it — mustn’t it?

I retain a visceral memory of this from the 1990s. Running tech companies, I saw many of my friends and colleagues get rich fast. They went from pretty humdrum individuals in January to exhilarated millionaires by June. And most of them believed the money.

It confirmed that they were special. They’d always thought that might be true, but here was proof. The rare few just put the money away and carried on before. When I asked them, saying they’d been lucky. They didn’t believe the money, seeing it instead as a market fluke. But most got sucked into a reaffirming circle: more money, more power, more confidence, greater distance from the crowd.

They make — and we make — the same mistake: an attribution error. It’s logical, but not necessarily true, that the success of an organization owes something to its figurehead. But how much? Did GE flourish because of Jack Welch or has it failed because of his legacy? Did Apple succeed after Steve Jobs’s return because of his unique magic, or did his hapless competitors’ lame innovation play a role? In the statistically implausible 41 quarters out of 42 that Microsoft met or beat its market forecast, was that the genius of Bill Gates or of his accounting team? If Johnson & Johnson is so well run, how did its role in the opioid scandal occur? If Fred Goodwin was, as celebrated by a Harvard Business School case study, the “master of acquisition,” why did the Bank have to be rescued by the U.K. government?

You can’t run the experiment. It’s impossible to cut the company in half and run half with one leader and half with another. So it is beguilingly simple to attribute success to the powerful individual at the top. And it is supremely difficult for most people, at the height of their power, to see how much their success owes to circumstance, the talents of others, the weakness of competition and to sheer luck. Easier to believe the money. Easier to believe the power.

Such attribution errors flourish in part because we feed them. Believing that a company or a country succeeds or fails because of one mighty person is simple and alleviates our anxiety. It turns a complex world into a simple narrative: we have only to change the person to change the story. Context, apparently, counts for nothing.

The problems of power are damaging not only for those with power — but for the rest of us too. The more we believe in the leadership myths, the more we absolve ourselves of responsibility and action: just wait for Superman or Superwoman to turn up, and everything will be fine. The costly investment in leadership training (said to be over $300 billion) is a sign not of its effectiveness but our urgent desire to simplify and to believe. Critics argue most of this money has no effect. The reality may be worse than that: worshipping leaders may exacerbate the problem it pretends to fix. As long as we believe in leaders, we need not examine our own failure to act on our values and insight.

Of course, all three problems of power feed each other. Failure to learn to think for oneself makes us more credulous of leadership, and it can paralyze those given power. Absence of conflict and debate perpetuates the problem. And if we make it to the top, years of passivity and conventional wisdom make it likely we will believe in our own celebration. This risks making us more aggressive; it can also make leaders justifiably afraid.

I’ve always been wary of the concept of leadership. In part, this was a language problem: when translated, the words duce and fuhrer had unpleasant connotations. We used to talk about bosses or managers but in the late 1970s, that started to change. This is also the period when American economic inequality began to increase markedly. Since then, the clamor for leadership has grown louder as inequality has become more pronounced. The expectation that a sole individual can, singlehandedly, alter complex realities has inflamed faith and guaranteed disappointment.

It’s time for a reset.

 

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Margaret Heffernan is the author of the best-selling UNCHARTED: How to Map the Future Together, nominated for a Financial Times Best Business Book award. She is a Professor of Practice at the University of Bath, Lead Faculty for the Forward Institute’s Responsible Leadership Programme and, through Merryck & Co., mentors CEOs and senior executives of major global organizations. She is the author of six books and her TED talks have been seen by over twelve million people.

Photo by Grant Durr on Unsplash

Three Problems of Power — Problem Two: Silence and Blindness

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This blog is provided by Margaret Heffernan, author of the book, “Uncharted: How to Map the Future Together.”  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled “Uncharted: How to Map the Future Together” that aired on Tuesday, January 19th, 2021.  Last week, the blog featured Three Problems of Power – Problem One: Pleasing.  This week will look at problem two and next week will feature problem three.

 

Problem Two: Silence and Blindness

Richard was keen, intelligent, curious, well-read, and overflowing with good intentions. Ask him about his direct reports, he could provide a fulsome picture of each one, and he demonstrated real insight and nuance about their strengths, weaknesses, hopes, and dreams. He didn’t show it much, but he respected and cared for the people who worked for him.

Because Richard was so brilliant, he could solve just about any gnarly problem. But doing so implied that he didn’t believe anyone else could. So one day I suggested that he attend his next meeting and promise to say nothing. He looked puzzled and not a little intimidated, but he promised. What happened?

At first, he said, when an issue arose, he noticed that everyone was waiting for him to solve it. But when he offered no solution, they all scrambled for a while and then proffered their own ideas. These were excellent. What had Richard learned?

“I found out,” he said, smiling, “that they expected me to have the answer.”

What else?

“That they had lots of their own answers. Some of them much better than mine.”

What else?

“That I don’t need to go to all the meetings,” he laughed. Long pause. “That it might be better if I didn’t go to all the meetings…”

Richard had discovered that brilliant though he was, his power stifled the intelligence of his own team. They wanted to please him — and that, they thought, meant agreeing with him. His silence, or absence, liberated them to think for themselves.

One of the biggest traps of power is that the way that others respond to it. Most believe they get ahead by pleasing or, at least, not openly disagreeing. That means they contribute less than they might. This silence suppresses concerns; it also suppresses good ideas.

That they have this effect on people is something many powerful people fail to understand. I remember one CEO, whom I admired greatly, gnashing his teeth with frustration because his people so rarely stepped forward with ideas or initiatives. How did he explain it? He thought they just must be lazy. He himself had no insight into how, quite unconsciously, hierarchy silenced them.

At New York University’s Stern School of Business, Elizabeth Morrison and Elizabeth Milliken researched the phenomenon they call organizational silence. They found that the chief reasons for it are fear (of conflict or disagreement) and futility (I could say something, but it won’t make any difference, so why bother?) This exerts a high cost. Where power induces silence, it leaves decision-makers are blind. Think VW emissions or Boeing safety concerns. It also means many missed opportunities, invisible at the top but frequently obvious further down the hierarchy.

The desire to please, a fear of conflict, and a pervasive sense that only the senior voices count: these beliefs aren’t entirely irrational, so they have to be addressed. In recent years, it’s been fashionable to talk about the need to create a culture of psychological safety, to ensure that people speak up. Safety is crucial. But it’s often impossible to achieve in an age of high unemployment, layoffs, downsizing, and automation. In that context, anyone carrying a high level of personal debt (a mortgage) is already unsafe, and it’s obtuse to belittle or ignore it. That makes it all the more important to find mechanisms where people can see for themselves that it’s safe to be open.

After the poor decision-making that led to the Bay of Pigs fiasco, President Kennedy radically rethought how to develop real honesty and the widest range of options from his advisors. He asked multiple teams to tackle the same question with the same information. He used skip-level meetings so that the more junior diplomats and analysts could debate freely with their peers, something they’d never have done with their bosses present. This ensured that Kennedy had more perspectives and ideas to consider.

When Britain’s National Health Service was plagued with a number of scandals that derived from multiple, often minor, failures that most feared to articulate, nurse Helene Donnelly became an ambassador for cultural change at the Staffordshire and Stoke-on-Trent Partnership NHS Trust. She isn’t a boss per se — that helps — but her role is to hear concerns that hospital staff have been unable to get addressed or that they are afraid to raise. She told me that the most important part of her job is to write up the story of how each problem really does get fixed. Positive action is what persuades people not to stay silent.

Why don’t bosses perceive the problem that power confers? Many tell me that they don’t feel themselves to be different. They are, they insist, just ordinary people doing tough jobs. The answer is naïve and inadequate. It’s foolish to imagine that how you see yourself is how others see you. And having power confers the responsibility to understand how it works. Like a weapon or a car, just having it requires insight, control, and finesse.

 

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Margaret Heffernan is the author of the best-selling UNCHARTED: How to Map the Future Together, nominated for a Financial Times Best Business Book award. She is a Professor of Practice at the University of Bath, Lead Faculty for the Forward Institute’s Responsible Leadership Programme and, through Merryck & Co., mentors CEOs and senior executives of major global organizations. She is the author of six books and her TED talks have been seen by over twelve million people.

Photo by Kristina Flour on Unsplash

Three Problems of Power

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This blog is provided by Margaret Heffernan, author of the book, “Uncharted: How to Map the Future Together.”  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled “Uncharted: How to Map the Future Together” that aired on Tuesday, January 19th, 2021.

 

The language says it all. ‘Working your way up’, ‘climbing the ladder’ are ways of describing successful careers: emerging from the dank basement to the wide bright vistas atop a hierarchy. Like Beethoven’s prisoners in Fidelio, the journey is from dark to light, from confinement to freedom: “up here alone is light.”

This narrative is so alluring that many who follow it fail to see its pitfalls. The climb changes what you do, what you can see and who you are. So compelling is the story that it’s easy to see such evolution as all positive. It isn’t.

Problem 1. Pleasing

Take Tom, a smart, keen engineer who joined a big energy firm and did well. He never had to apply for promotions, his excellent work ensured that he was chosen. With each bigger project, his skills expanded and he became more knowledgeable, more experienced and better connected. So his career acquired momentum as more people chose him for more projects that attracted more attention and their success more accolades. It was a great ride.

Until right at the top of a public company, he encountered a problem that was novel, at least to him. One of his ExCo colleagues was breaching the firm’s ethical guidelines. Worse still, everyone knew. This bothered Tom, he shrugged it off because it wasn’t, officially, his problem. But it continued to nag at him to the degree that he decided his only option was to leave.

This highly skilled, seasoned, connected, powerful man confronted a problem he didn’t know how to solve. Why was he capable of addressing all kinds of hugely complex issues — but not this one? The answer lay in his ascent.

Sure, he’d developed expertise and networks. But most of all what he had learned was how to please his bosses. Given clear expectations and processes, Tom was superb at understanding and doing exactly what was expected of him. That’s how he got to the top; it’s how most people get to the top. He was, he said, always ‘chosen’; he had never had to take the initiative. But now he was at the top, he was stuck. He had power, but nothing in his career had taught him how to use it.

The problem with pleasing is that it asks the wrong question: not ‘what is the best thing to do here?’ but ‘what does someone else want me to do?’ The first question asks that you think, as Hannah Arendt said, without bannisters. The second question is all bannisters, constraints and entanglements; it impedes thinking. So it’s a chastening thought that the pursuit of success specifically disables independence of mind.

The attraction of bannisters, of course, is that they show you where to go; you are relieved of the burden of decision. So they offer certainty, guarantees that become addictive. Over time, that certainty becomes the necessary quality of a good decision: one destined to succeed. But in an age of uncertainty, the need becomes incapacitating. There are too many unknowns, too much ambiguity. When the route is not clear, when you have to take decisions before all the data is in, the creativity to imagine options becomes fundamental. But a lifetime of pleasing erodes that capability.

At Stanford, the psychologist Philip Zimbardo used to run a class he called ‘deviant for a day’. It’s alarming, he told me, how profoundly we are driven to please those around us. So he required that each of the students do something, for just one day, that contradicted the expectations of the people around them. Some were slovenly, others punctual or late, a few went silent. It’s important, he explained, that individuals find within themselves the capacity to stand outside the expectations and norms of others, if they’re going to be able to think for themselves.

Hierarchies are natural and what makes them so powerful is that nobody needs to define or explain the exchange of power for independence. It’s inferred and self-perpetuated; pecking orders are ubiquitous. But hierarchies conceal a trap: the idea that power will give you freedom. It too often does just the opposite: stripping away the capacity to think freely, make choices and take action.

Next:

Problem Two: Silence and Blindness

Problem Three: Distance and Dehumanization

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Margaret Heffernan is the author of the best-selling UNCHARTED: How to Map the Future Together, nominated for a Financial Times Best Business Book award. She is a Professor of Practice at the University of Bath, Lead Faculty for the Forward Institute’s Responsible Leadership Programme and, through Merryck & Co., mentors CEOs and senior executives of major global organizations. She is the author of six books and her TED talks have been seen by over twelve million people.

140 Top CEOs Say These are the Most Crucial Challenges for Future Leaders

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This blog is provided by Jacob Morgan and author of the book, “The Future Leader: 9 Skills and Mindsets to Succeed in the Next Decade.”  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled “The Future Leader: Skills and Mindsets to Succeed in the Next Decade” that aired on Tuesday, January 12th, 2021.

 

Leadership has always been challenging, but the future of work will bring fresh challenges to future leaders. Over the next decade, leaders will have to face obstacles and challenges not faced by current or past leaders. But what are those challenges?

As part of the research for my book, The Future Leader, I interviewed over 140 top CEOs from around the world and surveyed around 14,000 LinkedIn users. One of the questions I asked was about the challenges future leaders would face. From their varied and insightful responses, I broke the challenges down to two main areas: futurize and humanize.

Futurize

Future leaders can’t afford to lead their organizations by looking in the rearview mirror. They need to futurize, or bring their organizations into the future. But of course, it isn’t that simple. There are numerous challenges that fall into this category.

Short-Term Vs. Long-Term Thinking

Many leaders think quarter by quarter to please their shareholders and investors. We’ve been conditioned to think in the short term and expect fast results. Future leaders need to be focused on long-term success for both the organization and the people. This requires courage!

Adapting to Technology

New technology is coming incredibly quickly, and it often seems like once we’ve finally mastered something, it’s outdated and there’s a flashy new solution. Leaders need to pay attention to technology and be able to change their perspective to understand what new developments are most important and what else is coming down the pipeline. Technology is not just for IT professionals.

“Today’s leaders need to either decide to embrace new platforms and technology or be prepared to be left behind.” John Legere, Former CEO, T-Mobile

Keeping Up With the Pace of Change

The world is changing incredibly fast, and future leaders will be challenged to keep up. They need to embrace change, stay agile, and be open to new ideas. Whether we look at climate change, globalization, technology, demographics, cyber security, geopolitical issues, competition, or any of the other numerous trends shaping our lives and organizations, it’s clear that change happens quickly and happens all the time. We will experience more change in the coming decade than we have experienced in the past hundreds of years.

“The pace of change is faster and while you don’t have to know everything, you do have to know how to get it. The commitment to being a lifelong learner, I think the premium on that is much higher now for our leaders.” William Rogers, CEO, SunTrust Banks

Moving Away from the Status Quo

Just because something worked in the past doesn’t mean it will still work in the future. Leaders need to be confident and bold to take risks that move away from the status quo just because that’s how things have always been done. Leaders must move away from the mentality of “follow me to greener pastures because I’ve done it and I’ve been there,” to “follow me into uncertainty, I don’t know the path but I have a vision of what we can create and together we will make it happen!”

Humanize

We tend to put a lot of emphasis on technology, but a company can work without technology; it can’t work without people. The challenges of humanizing involve balancing humans with technology and ensuring your people are prepared to succeed in the future. We can’t forget that business still fundamentally operates and exists because of people. What we are seeing now with COVID-19 is a very clear example of that.

Leading Diverse Teams

Not everyone in the world looks and thinks the same, and your organization should reflect that. Diverse teams bring in new perspectives. Future leaders need to put together teams of people with different backgrounds, genders, races, sexual orientations, and belief systems to work together towards a common goal.

Attracting and Retaining Top Talent

People are an organization’s biggest asset, but many companies face the challenge of finding and keeping great employees. Instead of job candidates trying to convince organizations they are the best choice, now leaders and organizations must convince potential employees they are a great place to work.

“We’re moving from an era of lifetime employment to lifetime employee ability where if your people don’t feel that they learn and progress and they’re up to speed in their areas of expertise, they will leave you because they will become themselves obsolete.” – André Calantzopoulos, CEO, Philip Morris International

Reskilling and Upskilling Employees

How we work and the tools we have are changing rapidly, and many employees find themselves not having the right skills to do their jobs or thrive in the future. Leaders face the challenge of knowing how best to upskill employees and give them what they need for future success.

Doing Good

People want to be part of organizations that care about more than just making money. But in many cases, the leaders and shareholders are conditioned to think more about profits than doing good in the world. Future leaders need to make sure their work is improving the world and then share that message with others.

Making the Organization Human

With automation and a focus on efficiency, many organizations fall into the trap of focusing on results instead of people. Each individual matters, and future leaders need to understand their employees as people, not just cogs in the machine.

“A leader of the future will have to be astute enough to balance automation with the human touch. They have to decide what types of tasks to automate so that they can spend more time on high-value activities. But also decide which businesses will continue to benefit from human judgment.” – Kiran Mazumdar-Shaw, Chairperson, of Biocon

These challenges are widespread and require serious effort. Based on the survey I did with LinkedIn looking at 14,000 employees around the world, most leaders and organizations aren’t ready to face these challenges. The good news is that we still have time, but we need to start now to develop future-ready skills and mindsets.

 

You can purchase Jacob’s newest book here.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

 Jacob Morgan is a four time bestselling author, keynote speaker, and futurist who explores leadership, employee experience, and the future of work. He is the founder of FutureofWorkUniversity.com, an online education and training platform that helps future proof individuals and organizations by teaching them the skills they need to succeed in the future of work. Jacob also hosts the Future of Work podcast, a weekly show where he speaks with senior executives, business leaders, and bestselling authors about how the world of work is changing.

Image by Free-Photos from Pixabay

 

Leading Sustainability: Look to the Future, Make Bold Choices and Don’t Go It Alone

This blog is provided by Trista Bridges and Donald Eubank, co-founders of Read-the-Air and authors of a new book, “Leading Sustainability: The Path to Sustainable Business and How the SDGs (Sustainable Development Goals) Changed Everything.”  It is a companion to their interview on Innovating Leadership, Co-creating Our Future titled Leading Sustainability: The Path to Sustainable Business and SDGs that aired on Tuesday, January 5th, 2021.  This article shares practical steps from their book to advance your business efforts to put sustainability at the core of your strategy.

 

The business world is at a fundamental crossroads. The age of the stakeholder is rapidly superseding that of the shareholder. More than just a buzzword, the idea of the stakeholder recognizes that companies have always existed as an inseparable part of the communities and business networks in which they operate, however vast and physically distant.

Contrary to what the shareholder model often implied, good business decisions have never really been driven purely by profit motives. It is becoming increasingly obvious that what is good for society—and thus, by definition, for the environment—is good for business.  This new embrace of responsibility does not preclude the design of efficient, lucrative business models. In fact, when done properly, precisely the opposite is true: socially responsible and sustainable business decision-making opens up brand new, exciting, profitable—and, in all its meanings, sustainable—revenue streams.

Today’s reckoning is not purely an altruistic choice made by businesses; new demands from various civil society organizations and the consensus-driven initiatives of the United Nations have been shepherding along the changes required to make business operations sustainable for years. With the United Nations’ 17 Sustainable Development Goals (SDGs) and the implementation of the Paris Agreement, these constituencies have outlined new expectations for not only how governments function, but also how businesses must function in a sustainable society.

The SDGs—more than 50 years in the making—provide a comprehensive framework for understanding all aspects of social, political, and business actions. They are powerful statements of human ambition for a fair, just and sustainable society. Many in the business and investing world today are calling them “A gift”, as the SDGs can provide us with a broader definition of sustainability and a framework to quickly and effectively guide businesses’ efforts to align their operations with the meaningful goals that society desires.

The successful businesses of tomorrow will be the ones that fully embrace sustainability today.

Almost two years ago, we set out to find and catalogue the practical steps that companies today must take to create the new sustainable business models they will need to survive in the year 2030. We interviewed more than 100 business leaders, investors, policy makers, NPOs, researchers and other changemakers, and researched a broad range of companies from across the world, of varying sizes and across multiple industries, that were taking practical steps to improve business practices and become more sustainable. Here’s some of the main takeaways that were collected for our new book “Leading Sustainably—The Path to Sustainable Business and How the SDGs Changed Everything.”

Our takeaways

  • Look to the future of your business—to achieve the best tomorrow, prepare today for the worst.
  • Make changes to your strategies based on the big picture, not on the small problems (unless they are warning you about dangers arising in the big picture).
  • The past created the world we live in today—its environmental crises and social unrest—but it also has been building the platform and the thinking that’s needed to move past these crises. That is, the SDGs, the Paris Agreement and a business world more focused on becoming sustainable for the long run.
  • The business case is already there—the whole business environment is pushing for more sustainable models, from consumers to investors, employees to competitors. Catch up, keep the pace, set the speed or get pushed out of the way.  And watch out, because a whole new generation of “mission-driven” companies have a head start already, having established themselves as fully aligned with society from the get-go. They are laser-focused on bringing fully sustainable innovations and business models to sectors that have struggled to do so on their own, and they are achieving remarkable societal and financial impact.
  • Don’t get confused by the Alphabet soup of methodologies for measuring and managing impact—choose what looks best for you, try them out, see if they fit, and whether do or don’t, adjust, retry, expand, until you figure out what works for your company. Get started today.
  • Capital managers, and even retail investors, believe that sustainability is the way forward, and they are going to talk to you about it. If you are aligned with them, they will provide you capital at a reasonable rate—if not, you will pay more or even be left empty-handed.
  • Be systematic. Understand the steps that you as a business have to proceed through to achieve a sustainable business model. Apply smart managerial and leadership strategies to move through these steps. Make bold decisions. Engage the whole organization. Communicate your directives and the reasons. Build an “A team”. Pursue a multi-stakeholder approach. Be flexible, make assessments and adjust. Work with your customers. Consider outside acquisitions. And leverage the SDGs.
  • You can’t do this alone. Bring your industry along for success and to ensure a fair playing field. Reach out to your industry associations, but also look to new partners, whether from civil society, international organizations, or cross industry. If a few key industries do this right—health and wellness, insurance, fashion, real estate, and tourism—we’ll all be in a better, more sustainable, place.

Before we close, two points bear repeating: For success leverage the SDGs— recognize their power to help and guide the organization and your teams; and be systematic to align your business planning and operations with sustainability principles.

Plus, remember this final, key piece to getting it done: You must bridge the knowledge gap—provide your teams with as many opportunities as possible to learn what they need to know to make sustainability-driven business decisions.

 

See more details about the important lessons from companies—in a range of industries—on how to achieve sustainability in our new book “Leading Sustainably”, available now from Routledge and Amazon.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Authors

Trista Bridges is a strategy and marketing expert with extensive experience across various geographies and sectors including consumer products, financial services, technology, and healthcare.

Donald Eubank is an experienced manager who has worked across the IT, finance, and media industries in Asia.

They advise businesses on sustainability and are co-founders of Read the Air, a coalition of strategy and operations professionals, and co-authors of “Leading Sustainably—The Path to Sustainable Business and How the SDGs Changed Everything” (Routledge).

 

Photo by Aaron Burden on Unsplash

Leadership Trends for 2021 And Beyond

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This blog is a recent article that appeared in Forbes written by Maureen Metcalf and Dr. Christopher Washington.  It is a companion to their conversation on Innovating Leadership, Co-creating Our Future titled Leadership Trends for 2021 and Beyond that aired on Tuesday, December 29th, 2020.

 

Where there is disruption, there is an opportunity. Where there is a collapse, there is an evolutionary opportunity. As an interconnected global system, we are facing opportunities to address risks and create a more sustainable, just and fair future for more people. To create this future, leaders need to understand the current leadership trends as well as the overarching megatrends. I’ll talk about the trends I see at the end of 2020 based on my clients’ work, as well as 50 interviews I conducted with executives, authors, thought leaders and academics.

Trend 1: Economic volatility impacting society and the workplace, increasing polarization on global sustainability, and social justice issues impacting international relations and local communities.

  • What are the likely impacts you and your organization will face in the next three-, six-, nine- and 12-month cycles?
  • How is economic volatility impacting you?
  • How is the possible realignment of the social contract to create equal opportunity across all races and gender orientations impacting your organization?
  • How is climate volatility impacting your organization?
  • How do you shore up your foundation during turmoil?
  • What opportunities are available to you now that were not before?

Trend 2: Continued erosion of trust in societal institutions and a weakening of the principles that sustain those institutions.

For organizations to function effectively, employees and participants need to trust leadership and one another. They are more effective if they believe in the mission and the organization’s commitment to accomplishing it.

  • When traditional institutions falter, what replaces them?
  • Who has power? Do you see a move from hierarchy to distributed power?
  • What is your North Star during turmoil?
  • How do your values impact your decisions and actions?
  • How does social and restorative justice impact your thinking about your work?
  • Who do you stop trusting?

Trend 3: More complex global system optimization, including resilience, geopolitical impacts, social justice, etc.

In the past, we optimized for profit and efficiency; now, the equation is more complicated. It has expanded to include a greater emphasis on geopolitics, workforce health and social justice, among others. New networks leveraging IT to share information and spread new ideas challenge hierarchies within and across systems and add complexity to supply chains that may amplify otherness among stakeholders and even within organizations.

  • How does your organization balance competing stakeholder objectives?
  • How are your systems and processes evolving to reflect systemic changes?
  • How are your cultural values evolving to meet changing social norms?
  • Is your organization designed to evolve and thrive as the ecosystem continues to evolve?

Trend 4: Increased expectations to deliver results faster.

Many organizations were effective at implementing significant change quickly during Covid-19. Now, many organizational leaders take this one-time ability to change as a demonstration that rapid change is possible and needs to become the norm.

  • Now that you have proven you can deliver quickly (in response to Covid-19), what are the expectations for ongoing speed?
  • What changes do you need to implement?
  • How do you ensure you and your people can remain balanced when the sprint becomes a marathon?
  • How does the gig economy provide you with increased capacity?

Trend 5: Major shift in knowledge and skill requirements for both leaders and employees.

Disruption and the constant push for innovation enable technology to replace many traditionally lower-skilled jobs with robots and robotic process automation, yet many jobs require special skills. With the rate of change, skilled workers need to update their skills or reskill regularly.

  • What new topics do you need to understand?
  • What do you need to be able to do that you can’t yet do?
  • What routine do you need to create to refresh your knowledge and skills continually?

Trend 6: Need to increase personal agility in all facets of life.

We, as leaders and people, need to continue to adapt to a broad range of changes in our personal and professional lives.

  • What are the biggest challenges you face?
  • What challenges do your team members face?
  • How do you work together to address the challenges?
  • Who is your tribe, and how do you stay connected?

Trend 7: More freedom to work where and how we want — and less privacy.

Mass migration, remote work and learning impact who can work, where work is done and the nature of work itself.

  • Where in your life do you have more flexibility, such as the option to work from alternate locations?
  • How will this flexibility impact your access to new opportunities for you and possibly your family?
  • How does this flexibility impact your social bonds at work and home?
  • How is technology impacting your ease of life (e.g., internet of things and self-driving cars)?
  • Where are you trading flexibility for privacy?

We are living at a fantastic time in history. We have the opportunity to plot a future that is unlike our past. We can leave a legacy where future generations look back and see this time as a renaissance — when the foundation was laid to create a future better than many people living could imagine. A future where all of the world’s population has enough food and water. A future where human exploitation is an exception rather than a common occurrence. A future where people earn a living wage to provide for their families without relying on government assistance. A future where organizations balance robust financial rewards with creating healthier communities and societies. We have the power to make progress to cocreate the future we envision — whatever that future is. I invite you to imagine the impact you want to see and work to create it.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Authors

Maureen Metcalf, CEO, the Innovative Leadership Institute, is dedicated to elevating the quality of leaders across the globe.

Forbes Councils member Christopher Washington, Executive Vice President and Provost, Franklin University, contributed to this article.

 

Leading During a Crisis: Explosion in Beirut, The Aline Kamakain Story

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Maureen Metcalf, ILI’s CEO and Founder is a Fellow with the International Leadership Association (ILA). In this role, ILA recommends 12-16 interviews for her radio show focusing on innovating leadership. The show focuses on balancing academic excellence in leadership with personal stories of high impact leaders and thought leaders and authors talking about their latest books and frameworks.

The following blog accompanies an interview with Aline Kamakian. This interview, specifically Aline’s Story, was very moving and inspiring. We encourage you to learn more about Aline by listening to her interview titled Thriving During Crisis: A Successful Middle Eastern Businesswoman that aired Tuesday, December 22nd, 2020. If you feel moved to donate during the holidays to a person and organization in Lebanon impacted by the recent explosions, please consider supporting Aline and her efforts to re-open Mayrig to provide jobs for 85 staff.

This is Aline Kamakian’s Story.

As someone who has a master’s degree in business, I recognize that we can learn things in school, from books and lectures, but there are things that only life teaches us.  Being a Lebanese of Armenian origin, I grew up with my grandparents embedded in the stories about my ancestors. Their stories about the resilience and ability to adapt and the respect and gratefulness to the country that accepted them conveyed the values I learned.

On 4 Aug 2020, Beirut was hit by a huge blast.

According to BBC reporting, “The blast that devastated large parts of Beirut in August was one of the biggest non-nuclear explosions in history, experts say. The Sheffield University, UK, the team says a best estimate for the yield is 500 tons of TNT equivalent, with a reasonable upper limit of 1.1 kilotons. This puts it at around one-twentieth of the size of the atomic bomb dropped on Hiroshima, Japan, in 1945… The explosion was the result of the accidental detonation of approximately 2,750 tons of improperly stored ammonium nitrate. The blast led to some 190 deaths, as well as more than 6,000 injuries.

My restaurant, our offices, my house and my car were all blown to pieces in just a second. The terrace outside of our meeting room looked out over the port just 300 meters further. We were having a management meeting. I don’t know how I survived, standing on the terrace, looking at the fire and fireworks in the port. The next thing I remember was standing over my financial controller and giving him CPR. I don’t know how I knew what to do, reflexes from when I was a girl scout? The blast had injured 25 employees, of which five were left with a permanent handicap. It destroyed most of the restaurant furniture and equipment. The building was still standing, but windows, doors, winter gardens were all shattered.

First, I needed to make sure all my employees were safe and had a roof over their heads. I had never felt a victim, but there was no way I could get back on my feet without external help. So, I decided to open a fundraising page to help us. One week after the blast, we started cooking over 1,000 meals per day in our central kitchen to be distributed among those who lost their homes. We prioritized, first comes the team, holding on to our values, generating income, moving on, and moving fast.

On the 4th of September, just one month after the blast, the restaurant opened its garden and kitchen again. While we were still working hard to repair and rebuild the inside of the restaurant. The first evening that the restaurant was again partly operational, the whole team had dinner on the Mayrig terrace.

Here is the reporting about the restaurant:

 

When 2,700 tons of ammonium nitrate tore through Beirut, only a highway separated the city’s port where the explosives were stored from 282 Pasteur Street. This is where Mayrig, the famed Armenian restaurant known as much for its delectable sour cherry kebab as preserving Armenian culture in one of the diaspora’s strongholds, has stood since 2003.

Located in Beirut’s lively Gemmayzeh neighborhood in a building from when Lebanon was under Ottoman rule, the restaurant was destroyed.

It joined the rest of the city that stood in ruins, where over 170 people have died, thousands more injured, and an estimated 300,000 left homeless. The decimation the blast caused came on top of a Beirut that was already in political and economic crisis. The Lebanese pound was tumbling to shocking lows that have caused widespread poverty. Electricity and food shortages are the norms.

But the destruction of Mayrig stung beyond a crumbling building: around 85 families, whose livelihoods depended on the restaurant, were suddenly left jobless and homeless. Not a single staff member escaped unscathed, and some are still in critical condition.

And then there’s the other, more existential loss: the idea that an institution fighting to preserve and progress Armenian culinary heritage, which has always teetered on the brink of either being forgotten, denied, or erased, could disappear forever.

“Mayrig” means “mother” in Armenian. For the last 17 years, this woman-owned culinary institution has brought centuries-old recipes from inside the homes of the Armenian community in Lebanon to a restaurant enjoyed by both local and international patrons and built on those traditions to create new dishes. Staffed by the same Armenian mothers who have always led the preservation and passing down of food culture to future generations through their labor and knowledge, “Mayrig” was founded by Aline Kamakian.

Being at “Mayrig,” she said, is being alive.

Her grandparents, Armenian Genocide survivors, found refuge in Lebanon, becoming part of the Lebanese-Armenian diaspora, which now numbers over 150,000 and has contributed significantly to the social, political, and cultural life of the city while keeping Western Armenian heritage alive. Bourj Hammoud, one of the first places refugees settled, became the historic center of the Lebanese-Armenian community. The area was heavily impacted by the explosion.

Aline’s early Story

I was five years old when the war broke out in Lebanon. I have seen my father as an entrepreneur struggling to raise his family and keep us safe during the war. This taught us to be creative and find means under pressure and create solutions to the absence of necessary provisions such as electricity and water and fundamental civil human rights. For example, to open my restaurant in 2003, I had to build my water reservoirs, bring a generator to produce electricity, ensure the team’s transportation and basic needs, and find other locations during the war.

Preparation for Management During Crisis

In the war in 2006, we took three days to find a safe spot up in a mountain resort. This move made it possible to guarantee the continuity of the restaurant and the employees’ income. We had to build our reserve in fuel; bring walkie-talkies because there was no phone; secure a safe location for employees to sleep, and secure kitchen equipment from the kitchens of friends and family. We created a restaurant in 1-weeks’ time. The most important tools were: sharing information, make the team part of the decision making, delegate responsibilities. In these circumstances, it is about operating a restaurant and the security of the team. Almost half of them were living in dangerous areas. The team managed to work and did so without days off, without hours to rest to cover for the others. We agreed that we would see how to cover extra hours or vacation after we passed this crisis. We learned to adapt to respond to this disruption quickly. It turned out to be a right decision because it generated enough income to secure the salaries, and it offered the chance for the employees to continue working.

Every two years, we have a minor to big crisis that asks for our adaptation. In 2019 the revolution started after three years of financial difficulties and corruption scandals. The challenges were different and led to significant hardship.

  • The internal security was terrible; roads were blocked, breaking and burning buildings and public property.
  • The banking sector turned into an unpredictable mess. Lebanon was known for its strong banking sector and was the saving place for all the Lebanese diaspora. And suddenly, the banks stopped giving out money. There was a limitation on cash withdrawals and transfers. The impact was dramatic since Lebanon is mainly an importing country. Its own industries ae very limited and the country has very little raw materials.
  • Inflation towered: Lebanon rates now 3rd worldwide after Venezuela with an inflation rate of 365%. The challenge is that it is not just inflation but also inflation that the government doesn’t recognize. There is an official rate, a rate from the banks, and a black-market rate.
  • Covid-19 led to lockdowns in many countries; in Lebanon rules were not applied evenly over the whole territory as some political parties allowed their followers to disregard the rules. COVID spread fast in autumn, and governmental regulations are often contradictory from one week to the next, unequally applied and harmed first of all the whole Food and Beverage sector.
  • With a government that is corrupt, and incapable comes the explosion of 4 August. The government resigned, but since it hadn’t formed a new government yet, the old government continued in the same corrupt, incapable way.

How to lead in such a context?

University lectures didn’t teach us to navigate this type of crisis. I didn’t learn a to-do list.

In the restaurant business, never compromise on the quality. The challenges were to keep the quality. We couldn’t look at saving money during this catastrophic crisis. We were committed to living our values during the crisis.

  • We needed to keep the employees safe and secure cash. I created a pop-up project in Saudi Arabia and took part of my staff there for three months.
  • We were committed to maintaining food quality. The aim is to find the best product at the best price, not the cheapest product. We needed to keep the team quality-oriented, encourage sharing resources, information, and pay attention to finding the best ingredients.
  • I communicated very openly, explained the companies’ situation, and explained the difficulties of living in Saudi Arabia. We went as one team and worked together to maintain the team as in Lebanon, there was no income.

My goal was to jump on opportunities that would allow me to take care of my family and my team! I didn’t have all the info, but the circumstances required me to keep going. I knew I needed to be transparent, genuine, honest, and always make values-based decisions. In this case, I was focused on my team’s safety, health, and economic well-being.

Again I did the same thing: first comes the team, holding on to your values, generating income, moving on and moving fast.

 

Aline Kamakian acted in the best interest of her team during the most challenging experience of her life. She truly exemplifies someone who is living her values! She supports the families of the employees who are unable to work and who continue to require significant medical treatment. During our call, she deeply inspired me as a leader and person who acted as her best self during this crisis. We often look to movies for superheroes. I believe Aline is a real-life superhero. Her actions inspire and invite all of us to act with courage, integrity, and selflessness. To support her campaign, please consider donating to the Mayrig Family Go Fund Me campaign.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Aline Kamakain began her career as an insurance broker at the age of 18 to put herself through college. She graduated with a double major in Masters in Finance and Marketing, Aline’s skills as an insurance broker allowed her to build one of Lebanon’s top 9 Brokerage Firms. All through her successes, Aline never forgot her love for food but most importantly she never forgot her Armenian roots. In June 2003, she opened “Mayrig” an avant guardiste traditional Armenian restaurant to introduce to all those who appreciate homely, healthy and tasty food, the forgotten flavors of Ancient Armenia. Aline was also voted Women Entrepreneur of the Year 2014 in the Brilliant Lebanese Awards. She is a board member of the Lebanese Franchise Association as well as a board member of the Lebanese League of Woman in Business and a successful candidate of the 2014 Vital Voices Fellowship Program.

Photo by rashid khreiss on Unsplash

 

Vertical Development: Elevating Your Leadership

Vertical Development: Elevating Your Leadership

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This blog is provided by Ryan Gottfredson, Assistant Professor of Leadership at California State University-Fullerton, author of Success Mindsets and a Mindset Consultant/Trainer/Speaker.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Success Mindsets: Your Keys to Unlocking Greater Success in Your Life that aired on Tuesday, December 15th, 2020.

 

There are two types of development leaders can go through: horizontal development and vertical development.

Horizontal development involves helping leaders add more knowledge, skills, and competencies. The focus of horizontal development is on helping leaders to DO more.

It is not unlike adding a new app to an iPad, making it more capable of performing more functions

Vertical development involves helping leaders elevate their thinking capacity to better navigate more complex and uncertain environments. The focus of vertical development is on helping leaders to BE more able.

Instead of adding a new app to an iPad, vertical development is upgrading the iPad to a newer, more capable model

Question: Of these two forms of development, which is most commonly focused on for leadership development?

The vast majority of leadership development focuses exclusively on horizontal development. Very little leadership development focuses on vertical development.

Why is Vertical Development So Important for Leaders?

When two different leaders with different altitudes of vertical development encounter a situation that is low in complexity, both of these leaders are likely to navigate this effectively.

But, if those same leaders encounter a situation that is high in complexity, it is likely that only the one with greater vertical development will be able to handle this effectively.

This is critical to understand because leaders are facing increasingly facing more and more complex and uncertain circumstances, something that the COVID-19 pandemic hasn’t helped with.

This hopefully demonstrates that vertical development can be a competitive advantage for individual leaders as well as for entire organizations.

Quick Vertical Development Self-Assessment

Here are questions that I have come across that might be decent revealers of leaders’ altitude of vertical development:

  • How do you respond to constructive criticism?
  • Would you be willing to let someone survey your employees about your effectiveness as a leader?
  • Is it bad to build close relationships with those you lead?
  • Can you hold competing perspectives on a controversial topic (e.g., abortion)?
  • Do you generally focus on the outcomes you want or on the drivers of the outcomes you want?
  • When something goes wrong, do you ask yourself: “Who am I being that their eyes are not shining?”

How do we help leaders vertically develop?

To improve leaders’ vertical development, we must get to the core of one’s verticality: Their mindsets.

Both psychology and neuroscience has independently identified mindsets as the foundational mechanism that governs leaders’ processing and operations. This is because our mindsets are our mental lenses that shape how we see and interpret our world, and how we see and interpret our world shapes the quality of our thinking, learning, and behavior.

Fortunately, there have been 30+ years on mindsets, which has led to the identification of four sets of mindsets, ranging on a continuum from less vertically developed and more vertically developed.

 

 

These mindsets come to life when we recognize the common desires that flow from these mindsets:

If you would like to assess the quality of your mindsets, I have developed a FREE personal mindset assessment, which can be taken here: https://ryangottfredson.com/personal-mindset-assessment

To Summarize…

Most leadership development focuses on horizontal development, but because of the increasing complexity and uncertainty in our world, we need leaders that are vertically developed.

In order to develop vertically, we must get at the core of our verticality: our mindsets.

If we can become conscious and aware of our mindsets, it provides us with the opportunity to shift to a more elevated way of processing and behaving.

Climb on!

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Ryan Gottfredson, Ph.D. is a cutting-edge mindset author, researcher, and consultant. He helps improve organizations, leaders, teams, and employees by improving their mindsets.

Ryan is the Wall Street Journal and USA Today best-selling author of “Success Mindsets: The Key to Unlocking Greater Success in Your Life, Work, & Leadership” (Morgan James Publishers). He is also a leadership professor at the College of Business and Economics at California State University-Fullerton. He holds a Ph.D. in Organizational Behavior and Human Resources from Indiana University, and a B.A. from Brigham Young University.

As a consultant, he works with organizations to develop their leaders and improve their culture (collective mindsets). He has worked with top leadership teams at CVS Health (top 130 leaders), Deutsche Telekom (500+ of their top 2,000 leaders), and dozens of other organizations. As a respected authority and researcher on topics related to leadership, management, and organizational behavior, Ryan has published over 19 articles across a variety of journals including: Leadership Quarterly, Journal of Management, Journal of Organizational Behavior, Business Horizons, Journal of Leadership and Organizational Studies, and Journal of Leadership Studies. His research has been cited over 2,500 times since 2015. Connect with Ryan here.

Image by Gerd Altmann from Pixabay