Seeking to Understand: Advice to Successfully Implement DEI Initiatives

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This blog is written by Maureen Metcalf and summarizes 5 recommendations Roger Madison shared about how leaders can improve the outcomes of diversity, equity and inclusion (DEI) initiatives.  It is a companion to the interview with Roger on Innovating Leadership, Co-creating Our Future titled Diversity and Inclusion Insights from IBM South Africa Experience that aired on Tuesday, November 24th, 2020.

 

Recently, I was honored to interview Roger Madison, a successful person of color overcoming discrimination and bias.  Let me share a little bit about Roger.

Roger’s Background

Roger grew up in Farmville, Virginia, and went on to earn  his Bachelor’s of Science in Business Administration from the George Washington University School of Business and Government Studies.   He is the Founder and CEO of iZania, LLC, which he established in 2003 after a successful career as a sales executive for IBM, some of that time was spent in South Africa.  iZania.com is an online community of Black entrepreneurs, professionals, and consumers, dedicated to economic and social empowerment. His goal is to help bridge the digital divide.

Roger’s passion is helping to prepare young people for the business of life. He is actively engaged in our community as a board member, volunteer, and mentor with Junior Achievement of Central Ohio, Big Brothers Big Sisters of Central Ohio, and Boys and Girls Clubs of Columbus.

He is married to his lovely his wife, Joyce, and they live in central Ohio.  They have been blessed with two adult children and two grandchildren.

 

Our Conversation

I believe part of the solution to diversity, equity, and inclusion involves understanding people’s experiences impacted by discrimination. During the interview, Roger shared the story of his struggles when his high school was closed because of the Brown vs. Board of Education legal battle. Roger also shared how bias impacted his ability to perform during his early college years and how his experience in the U.S. Air Force helped him develop the skills and confidence required to complete his college degree.

Roger was among the first and often only black person in a job or role. He found ways to thrive, even in overtly discriminatory environments. He is talented, able to self-advocate, and also fortunate to have had the opportunities he did. As described above to young people, he now gives back, helping them understand the business of life. He also serves as a role model and mentor for many others through his direct work at iZania and other community work.

I encourage you to listen to his full interview at the link here.

 

Roger’s Recommendations

Based on Roger’s unique experience, here are the five steps he recommends to improve outcomes from DEI initiatives.

  1. Undertake an honest assessment of the current status of your organization.  Understand the perceptions of DEI issues of existing employees.  Their perceptions represent the reality of your organization.  This has to be the starting point.
  2. Set measurable goals for change. Establish a vision of the inclusive environment you are working toward.  Commit to targets of inclusion, similar to the affirmative action programs of the 1970s.
  3. Create a pipeline to sustain the targets you establish.  Ensure meaningful representation at entry, middle, and senior levels of your organization.  This means providing opportunities for advancement with mentorships, special assignments, and broad exposure across all organizational areas.
  4. Be an advocate for the vision of an expanded culture of inclusion.  Leaders must lead.  This is not an assignment to delegate to the Chief Diversity Officer.  There may be a need for a Chief Diversity Officer to execute programs, but leadership must reside at the top.
  5. Follow through with the execution of plans to reach the goals established.  DEI must be a commitment, not an option.

We encourage you to look at how your organization is doing against your DEI goals, and if you don’t have DEI goals, how you are doing compared to where you think or wish you were. If you are not meeting your goals, take action. If you are in a formal leadership role, you can take significant action. If you are an individual contributor, you can be an advocate! All of us have a role to play in the evening the playing field. Thank you for playing your role well – to create a world where everyone has equal opportunities.

 

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

Maureen Metcalf – Founder, CEO, and Board Chair of Innovative Leadership Institute – is a highly sought-after expert in anticipating and leveraging future business trends to transform organizations. She has captured her thirty years of experience and success in an award-winning series of books which are used by public, private and academic organizations to align company-wide strategy, systems and culture with innovative leadership techniques. As a preeminent change agent, Ms. Metcalf has set strategic direction and then transformed her client organizations to deliver significant business results such as increased profitability, cycle time reduction, improved quality, and increased employee engagement. For years, she has been willing to share her hard-won insights – through conference speaking opportunities, industry publications, radio talk-shows, and video presentations.

 

DEALING WITH PEOPLE YOU CAN’T STAND, HOW TO BRING OUT THE BEST IN PEOPLE AT THEIR WORST: The Lens of Understanding Why Do People Act the Way They Do

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The following blog is provided by Dr. Rick Brinkman. It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled How to Bring Out the Best In People at Their Worst that aired on April 28th, 2020.

 

Conflict can take many forms. It can be in your face, or passive aggressive behind the back. It can be caused by a specific context like meetings where typically assertive people talk too much while others drop out. The first step to successfully exiting a conflict or even better preventing it in the first place, is to understand why people act the way they do. In order to do that I would like to introduce you to the Lens of Understanding, from our book, “Dealing with People You Can’t Stand, How to Bring Out the Best in People at Their Worst.”

When you understand why people act the way they do, then you will be empowered to transform and prevent conflict behaviors. Let’s examine behavior through the Lens of Understanding. We have a green Cooperation Zone and people have 4 intents operating within them: the intent to Get Things Done, to Get Things Right, to Get Along with People, and to Get Appreciated by people. Behaviorally speaking if a person is in a Get it Done mode they will be focused on the task at hand and become more assertive to make things happen. If things are not getting done and perceive others as wasting time, then they have a tendency to go into the yellow Caution Zone and will become more controlling because if they can take over they can make things happen. Sometimes the fact that they take charge and move things forward is not a problem but a solution. That really depends on how it is done. People can also go into what we call the red Danger Zone and their behavior is more destructive and can easily become a Tank. A Tank declares martial law and runs right over you. Life is really simple to them. You are part of the solution or you are eliminated. They may rip you apart personally, but the irony is, “it’s nothing personal”. You just happen to be in the way of an end result and so must be eliminated.

However, control has other expressions. When people have suppressed anger or resentment, Sniping is often the result. At a meeting their attack is hidden in put down humor, snide remarks and sarcasm. This can be to your face or also behind your back. Sabotage and malicious gossip are also versions of this behavior. A third controlling behavior is Know-it-All. They control through knowledge because they really know a lot, but they are closed minded to everyone else’s possible contribution. In a meeting they can take the group down endless irrelevant tangents.

If we shift gears to the intent to Get it Right, we find people still focused on the task but less assertive because they must slow things down to make sure all the details are covered.   If the people around them are not paying attention to accuracy, then they can move into the yellow zone and become more perfectionist. The positive of that is all the details are covered but if they go too far into the red danger zone, they can get to a point where no one including themself can meet their high standard and then begin to feel helpless or hopeless. When people feel helpless, Whining is the result. When people feel hopeless, Negativity results. What they both have in common is they speak in generalizations that “everything is wrong, nothing is right, and it’s always that way.” It is these generalized problems that drive everyone around them crazy, because the first step to problem solving is specifics. You can’t solve a generalization.

Other people in the face of that unattainable perfection just get frustrated and give up. That’s when you hear, “Fine, do it your way. Don’t come crying to me when it doesn’t work out.” From that point they become the Nothing person and give up.

You also get Nothing behavior from a different area of the Lens. Out of the intent to Get Along with people you get people who are friendly and helpful. Here the yellow zone is all about get approval from others. And since if you don’t have something nice to say, then don’t say it at all, Nothing behavior is a common result. Agreeable Yes behavior also stems from this motivation. Out of the desire to please and get approval, people don’t consider their own needs but just say yes to whatever anyone else wants. Maybe behavior can also originate from this zone. We have all told a salesperson, “I’ll think about it.” Were you really planning on thinking about it? No, it was approval-oriented behavior. Passive aggressive behavior also originates out of this zone. They are nice to your face but become a Sniper behind the back.

Shifting mental gears to the intent to Get Appreciated by people, we find the focus is still on people but behavior tends to be more assertive because what goes hand in hand with appreciation is a desire to contribute to others. But if they are not getting the appreciation they feel they deserve, their behavior gets more attention seeking. The red zone version can be a temper tantrum or what we call the Grenade. It is different than a Tank attack in that the Tank is focused on a specific person and you know what the issue is. When a Grenade blows up they do so in 360 degrees, indiscriminately and everyone gets hit. You are more likely to hear things like, “It’s the government’s fault! That’s the problem with the world today.” and other statements that make no sense given the present circumstances. A Tank is demanding action. A Grenade is demanding attention.

What you also get out of a need for attention is another kind of Sniper; friendly fire. These are people who like you and use put down humor or teasing as a way of showing their affection. There is no ill intent, but it can still have painful consequences.

Last but not least another behavior with an extreme need for attention is Think-They-Know-it-All behavior. Here you have someone acting like they know what they are talking about, but they don’t. You get one-upmanship in this category. If you had a great vacation, they had a better one. If you were sick, they were sicker. If you had a big inauguration, they had a bigger inauguration.

Tank, Sniper, Know-it-all, Think-They-Know-it-All, Grenade, Yes person, Maybe person, Nothing person, No person, and Whiner are the top ten-problem behaviors people face. But the good news is communication is like a phone number and there is a “right number” behaviorally that you can dial that can pull people out of their stress response and back into the normal zone of behavior.

Detailed strategies for all the behaviors are beyond the scope of this article but are certainly available in the book, “Dealing With People You Can’t Stand”, published by McGraw-Hill.

Download a free Lens of Understanding and see a live presentation of the Lens of Understanding in Dr. Brinkman’s trademark Educating through Entertainment style 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, 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

Dr. Rick Brinkman is best known for his Conscious Communication® expertise conveyed to millions of people via keynotes and trainings in his trademark Educating through Entertainment style. He has performed over 4000 programs in 18 countries.He is the coauthor of six McGraw Hill books including the 2,000,000 copy international bestseller: Dealing With People You Can’t Stand: How to Bring Out the Best in People at Their Worst. Which has been translated into 25 languages. His latest book is: Dealing with Meetings You Can’t Stand, Meet Less and Do More.  His clients have included: the Astronauts at NASA, LucasFilm, Sony Pictures, the FBI, Defense Department, Lockheed Martin, Adobe and many more. He has been featured as a communication expert on CNN, the Wall St. Journal, the New York Times, and O Magazine.

Photo by Kaboompics .com

What Is Imposter Syndrome and How May It Be Affecting Your Leadership?

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This guest blog is provided by Kayla Montgomery. It is a companion to the interview with Greg Moran on Innovating Leadership, Co-creating Our Future, Bridging Millennial and Traditional Leadership, which aired on 4/7/20.

 

You’ve made it as a leader. A leader that most say is very successful. Yet, you still find your hands getting clammy every time you have to get up and talk about ideas or projects you have in the works even though your team knows they won’t fall short of a success.

If you feel this way, you may be experiencing the imposter syndrome. Turns out, even the highest of achievers, like Serena Williams and Tom Hanks, deal with the same extreme case of self-doubt.

The syndrome is reported to have, and continue, to affect 70 percent of millennials. This extreme self-doubt stops you from chasing after your goals and let you feel proud of those you’ve already nailed. But guess what? You aren’t crazy! You’re worthy of the achievements you have earned. You are worthy of your place no matter what stage of life, or your career, you are in.

Whether you’re slightly affected by the imposter syndrome or not, there are five different types you may just fall under. Learn about the types, how they may be affecting your finances, and what you’re able to do to counteract each thought process.

Five Different Types of Imposter Syndrome:

  1. The Perfectionist

As a perfectionist, you feel like you’re unstoppable. You think no matter what you have on your to-do list, or calendar, you will be able to fit everything in and master each activity no matter how tired you may get. Even though you think every week you’ll be able to master all trades, you’re constantly letting yourself down. Each week you look back at everything you weren’t able to complete, even though you thought you easily could.

To push past your perfectionist imposter tendencies, break your goals down into smaller micro-goals. Instead of wanting to save thousands of dollars this year for a house down payment, break down a small monthly value goal that will easily lead you up to your goal.

  1. The Super(wo)man

You may find yourself spending the majority of your time in the office or working countless jobs. When your friends and family ask if you’re able to make an event, you find yourself constantly turning them down because you have to “work.” No matter what, you grade your work on how much time you put into each rather than the output of each project you complete.

To hold back from working countless hours night after night, try different work methods like deep work and task batching. Invest in various apps that are able to block notifications during certain working hours, and value sound canceling earbuds that will allow a distraction free zone. Create boundaries in the workplace to ensure you don’t stay too long to wrap up a project in an unrealistic time frame.

  1. The Natural Genius

Luckily, you’re really smart. The downside is that you don’t like to get out of your comfort zone. You may avoid taking on new projects since they will take you a little more time and focus to get the job done right. This can prevent you from reaching the next step in your career or be there when your coworkers may need help on certain projects to deliver in time.

Even though you’re really good at what you do and are happy with that, get out of your comfort zone. Whether that be going to a new workout class on the weekend or asking to join meetings across different departments at your company, push yourself out of your bubble.

  1. The Soloist

As the soloist, you find yourself doing everything yourself. You insist on walking up and down every aisle at the grocery store to find that specific rice blend you like rather than asking the countless associates that walk right past you. You find yourself doing the same thing at work. You’d rather finish a project on your own in double the time it normally would just so you don’t have to ask your coworkers for a rundown.

Asking portrays your confidence in owning up to not knowing everything. Constantly tell yourself this when questions start to arise at your job. Even take baby steps by asking store associates to point you in the direction of a specific item that you know you’d be able to find on your own.

  1. The Expert

You’re the jack of all trades. You’re good at everything that’s put on your plate, but you may not be good at strutting your stuff when asked. During meetings you may feel like you blacked out when having to stand up and talk in front of everyone, or consistently feel like the information you have doesn’t amount to anything. Your coworkers look up to you, but you still feel like a fraud when they pay attention to you.

To act like the expert you are, exercise your communication skills and remind yourself you have earned your spot in whatever meeting or opportunity you were presented with. To be confident, you have to act confident.

This common syndrome may deter you from reaching your biggest career goals. If you think you may be dealing with imposter syndrome, Mint created an infographic explaining the different types, how each type may affect your finances, and tips to overcoming it. Push past your self-doubt and push past to conquer anything you put your mind to!

 

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

Kayla Montgomery is a digital content marketer who helps Mint create helpful and compelling stories worth sharing. Her background in digital marketing and creative writing has led her to cover unique topics ranging from business to lifestyle. In her spare time, she enjoys working out, writing for her own blog, traveling, and exploring all the in’s and out’s Austin, TX has to offer. To learn more, connect with Kayla on LinkedIn at: https://www.linkedin.com/in/kayla-s-montgomery/

Can Resilience Differentiate You as a Leader?

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The following blog is a republish of an article appearing in Forbes written by Maureen Metcalf about resilience during difficult times. A great interview on Innovating Leadership, Co-creating Our Future to listen to as a leader in our current climate/crisis is How Does the Brain Impact Leadership Resilience? with Jon Wortmann. Take our free online resilience assessment.

In times of uncertainty, resilience is one of the most important skills for us. I define it as “the ability to remain flexible and focused when facing change.” As leaders, we are facing a higher level of volatility across the business environment than we previously faced. In the U.S., we are looking at a major political change as Republicans gain control after eight years. This upcoming transition is exposing division that was not previously evident on the surface in families, offices and communities. Such division can be healthy if addressed with a spirit of curiosity and grace. Yet, how can that happen when we view our previously trusted colleagues and even family members as “the other,” or worse?

While the political environment is the most obvious example right now, we are also seeing unprecedented volatility in financial markets and uncertainty in many sectors such as health care. Some of this is caused by politics, some by technology, and some caused by the fact that we live in a world that is much more interconnected than it used to be. We are dealing with situations we’ve never seen before. There is no return to the prior level of control so as leaders, we need to learn to be more agile.

Take Bill, a university director, responsible for physical and technology security. He came into work on a normal Monday morning, got his coffee, and started to plan his week. At 9:10 his world was interrupted. A young student drove off the road and onto a sidewalk trying to hit students. The student emerged from his car and began attacking others. It was the job of the director, campus security and many others to move very quickly in this situation. For Bill, resilience was critical in this moment and in the moments following the event. He needed to respond with his full attention, as people’s lives and the well-being were at great risk.

Today’s leaders must update their leadership thinking and behavior to keep pace with the challenges they face. In this sense, leadership is always self-renewing, and I believe resilience is the foundation of it, because, as we face accelerating change, we also face an increasing occurrence of people who respond to these changes with different perspectives. If we can integrate these differing perspectives in every area of our lives — work, politics, in our communities and at home — to create more comprehensive and durable solutions, we are all served by the process. If, however, we discount others because they have perspectives we disagree with, or, even worse, see them as “wrong,” we lose the value of learning and risk the relationships required to thrive in times of challenge.

Back to our example, if Bill had only considered one facet of security, his team would have been ill-equipped to deal with a complex attack.

So, as a leader, how can you build resilience to navigate the challenges you face in work and life?

Using innovative leadership as the foundation for this discussion, we can parse resilience into four categories:

  1. Maintain physical well-being.

This is the category most of us understand and often ignore. We need to get enough sleep, we need to eat healthy food and manage caffeine and alcohol. It is also important to find a practice to rejuvenate ourselves physically. I recommend a combination of physical exercise and relaxing to include meditation and mindfulness. It is hard to respond to challenge when you are exhausted, caffeinated or hung over.

  1. Manage thinking. 

This category is the one I think we most often miss and is a skill that can be learned even in the busiest of times. It involves paying attention to what you are thinking and stopping the negative “self-talk” as soon as you notice it. Self-talk is that inner conversation most of us have that serves as the inner critic, giving negative feedback even when no one else is around to do it for us. Think of this as adopting the most critical person in your life and inviting them to live with you. What would life be like if instead you adopted the most adoring person in your life and invited that person to live in your head?

Managing thinking shifts the self-talk and the tendency to dwell on the negative or risky. I am not suggesting we become unreasonably positive or dismiss risk, but rather, understand the risk and put plans in place. Then, trust ourselves and others to navigate whatever difficulties arise.

  1. Fulfill purpose and emotional intelligence.

If you have a clear sense of purpose, it is much easier to keep life’s challenges in perspective. This would be summarized by the adage, “Don’t sweat the small stuff, and it is all small stuff.” I would modify that to say, “Understand what is small and don’t sweat it.”

The second half of this recommendation is about being emotionally intelligent. There are books written on emotional intelligence, but for the sake of brevity here, I would say be aware of your thinking and emotions (see above) and manage them intentionally. Secondly, be aware of others, and manage those relationships intentionally as well.

  1. Harness the power of connection.

Have people in your life who support you. I recommend having people at work who can serve as sounding boards and thought partners. I also suggest having connections outside of work who can give you good counsel. Then, have at least one person in your life who just thinks you walk on water no matter what.

While Bill’s story is more extreme than most of us face on a Monday morning, we all face situations that are unexpected and highly stressful, where something bad could happen to our organizations and possibly risk our well-being or job security. Personal resilience boosts our ability to navigate these situations and instill confidence in the people who follow us and expect us to lead during the most difficult moments of our lives.

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

Maureen Metcalf, CEO of the Innovative Leadership Institute, is a renowned executive advisor, coach, consultant, author and speaker.

Photo by Andrea Piacquadio

Building a High Impact IT Leadership Development Program Leveraging Technology

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This blog shares the case study of the IT Leadership Development Program co-created by Innovative Leadership Institute and Expedient. More can be learned about this program on the Innovating Leadership, Co-creating Our Future podcast with Steve Gruetter titled Building Aspiring CIOs and ‘C’ Level Leaders.

The Challenge/Vision: The Central Ohio CIO Forum identified a gap in the number of leaders ready to step into CIO roles for the projected regional growth. To address this opportunity, they partnered with Expedient and the Innovative Leadership Institute to build an IT Leadership program that meets 2.5 hours per month, including six in-class learning sessions with pre-defined topics, roundtable executive presentations, and discussion sessions, and two networking events.

According to the American Society of Training and Development, US businesses spend more than 170 Billion dollars on a leadership-based curriculum, with the majority of those dollars spent on “Leadership Training.” According to McKinsey, “there is no silver bullet for successfully developing leaders—more than 40 key actions must be taken to increase chances of success to 80 percent”. As a leader interested in developing or as an organizational leader interested in developing people working for you, it is essential to have useful information about how to select a leadership development program. There are plenty of opportunities to spend your money from one-day classes to online programs to comprehensive university programs. How do you make the best decision to ensure you are investing your time and money wisely and that you have a high probability of success from your investment?

Additional Challenge: during the fourth cohort, the US experienced a pandemic, and Ohio precluded in-person gatherings of more than ten people. Additionally, the university facility where we met was closed. The delivery team needed to identify an alternative approach to deliver that would be equally compelling for participants to ensure they continued to receive the value promised when they enrolled.

during the fourth cohort, the US experienced a pandemic, and Ohio used an order that precluded in-person meetings. Additionally, the university facility where we met was closed. The delivery team was compelled to identify an alternative approach to deliver that would be equally compelling for participants to ensure they continued to receive the value promised when they enrolled.

Goal: elevate the quality of IT Leadership in Central Ohio to support succession planning, economic development of the region, healthy business growth, and business financial success, improve employee engagement, and attract and retain top technology talent to the Central Ohio region.

Solution: The program is co-delivered by Innovative Leadership Institute and Expedient that leverages best leadership models and content, leadership assessments, learning technology, and learning methods and processes. The image below reflects the combination of tools and approaches. Listen to participant feedback 5-minute video to learn more about how participants describe their involvement and impact.

Program Design

ILI, in partnership with Expedient, designed the program to meet the outcomes and desired learning experience based on CIO Forum goals and designated topics. This section describes the details of the approach to designing and delivering the program.

  1. Identify the best leadership models and materials to meet the learning goals.
  2. Identify the best learning approach based on leading research focused on the most effective method for leadership development. The approach leverages
    1. In-Class Program content – In-class activities 2.5 hours/month (six content sessions and four expert round table discussions. Programs are updated regularly based on trends and leadership research. Programs are updated regularly based on trends and leadership research. The Ohio based team partnered with The Engagement Company to restructure the in-person sessions to offer a highly engaging online learning experience using Zoom and expert online facilitation.
    2. Round tables – Local CIOs provide insights from their professional experience to help IT Leaders build business understanding as well as perspective about the journey to becoming a senior leader. These sessions are very open and candid. Jeremiah Gracia, Economic Development, City of Dublin, Ohio, leads a roundtable talking about workforce development. The City of Dublin is a co-sponsor of the program.
    3. Networking events are a crucial element of the program. A strong community requires leaders to build a network to share information as well as support one another in navigating the challenges technology leaders face.
    4. Assessment – Participants take pre and post-session Innovative Leadership behavior assessment powered by SkillNet (some with Boss feedback). Participants incorporate this feedback into learning assignments. Read the blog by Mike Kritzman, founder of SkillNet A Proven 5 Step Approach to Solve Skill Gaps and listen to his podcast SkillNet: Personalized Learning Framework for Your Company. We invite you to take a free mini-ILI Competency assessment.
    5. Parallel path complete leadership workbook activities presented in six modules: leverage International Award Winning Innovative Leadership workbooks, podcasts, and videos delivered by the Kajabi Online Platform. Kajabi Online Platform podcast with founder Travis Rosser. Read the blog post based on Forbes article Leveraging Technology To Improve Leadership Development.
    6. Create accountability by submitting the leadership workbook activities as deliverables and receive feedback: track deliverables and attendance for certification.
    7. Strengthen network and support community by sharing assignments with learning partners (matched using Position Success Indicator to identify the best match) Position Success Indicator podcast with Founder Mark Palmer. Read the Blog by Mark Palmer The Position Success Indicator (PSI): Your Job Fit Solution for the Future of Work.
    8. Challenge previously held constraints by the class participants on how to be a leader and show leadership traits
    9. Build a network of like-minded peers in each cohort, a group of technology professionals whose opinion they can trust, based on class interaction
    10. Evaluate progress by soliciting participant and CIO feedback on participant’s development progress.
    11. Collaboration by Slack (Advanced Leadership Program Only).
    12. Certification for participants who complete all requirements successfully earn an Innovative Leadership Certification. Muskingum University recognizes this certification for its Master of Information Strategy and Systems Technology (MISST) program for three credit hour leadership class.

The basis of this learning approach is 15 years of experience teaching leadership development to MBA students. You can learn more by listening to a podcast with Steve Gruetter and Maureen Metcalf discussing the program in depth.

Results/Impact

  1. Participant success
    1. 200 participants in the first four cohorts, representing 104 Central Ohio organizations
    2. 45 of the first 150 participants (30%) have had a promotion since the first cohort started (per LinkedIn)
    3. 8 participants promoted to a C-Level role – CIO, CTO, CISO, Chief Strategy or Chief Transformation Officer
    4. 82 of the first 150 participants have earned a certification of completion
    5. 8 participants advanced to participate in the Advanced Leadership Development Program Pilot
    6. $44,000 raised so far for the Central Ohio CIO Forum Scholarship Fund from the first four cohorts
    7. The last three cohorts had 32%+ women participants
    8. The previous three cohorts have had 32%+ minority participants
    9. Participants are taking advantage of the Muskingum MISST program three credits course waived for course participants
    10. Attendance increased for online Zoom sessions during the pandemic by approximately 20%.
  2. Survey results:
    1. Results from IT Leaders Program as measured by CIOs they report to – answers provided reflect a 1-5 scale:
      1. How much have the participant(s) individual leadership skills and/or performance improved over the last year attributable to what they have learned by being in the program? 4.5
      2. If the participant(s) currently leads a group, how much has the culture and/or performance of their group improved over the last year attributable to the participant’s leadership? 4.5
      3. How much better prepared are the participant(s) for additional leadership responsibilities/promotion in the future? 5.0
  3. Approximately 50% of participants meet the rigorous requirements for certification.
  4. Community success
    1. Better prepared leaders for additional leadership responsibility (see survey results).
    2. Program enrollment remains substantial and increasing – companies continue to enroll the maximum number of participants in the class. Over 75 companies have registered their employees. Cohort five has the most significant number of participants well in advance of program kick-off. 25% enrolled six months in advance of program kick-off.
    3. Promotion of local leaders – companies fill senior roles with local talent.
    4. ILI continually updates content – content remains fresh to address community requirements. ILI adds refreshed content and value to each successive course.
    5. Diverse leaders – programs continue to attract increasing rates of women and minorities, thereby improving the quality of leadership because of a more diverse pool of candidates.
  5. Watch a 5-minute video of participants describing the impact in their own words.

Conclusion: The best leaders elevate their leadership quality because they actively participate in well designed and effectively delivered leadership development programs. The IT Leaders programs involve a range of activities that include participants learning key frameworks, building skills, practicing new behaviors, reflecting on new skills and self-awareness activities, and feedback. We created the program to leverage the latest research on leadership development for adult learners. One defining feature of this program is that it heavily leverages technology to support learning outcomes. When the State of Ohio was on work from home requirements, the IT Leaders program helped its participants in building the leadership skills they needed to navigate the complex and uncertain territory of leading during a pandemic. Future classes will continue to build on the success of the past four years.

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

Maureen Metcalf, CEO of the Innovative Leadership Institute, is a renowned executive advisor, coach, consultant, author and speaker.

Photo by Christina Morillo

At C-Level #19 & #20: Crisis…Starting with People & Cash

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The following is a blog written by Mike Sayre, President & COO of Innovative Leadership Institute.

 

PEOPLE always come first!

Businesses are built and run by people. As a C-level leader, losing the trust and confidence of your people during a crisis can create serious challenges and make your crisis worse!

How you treat your people, especially in times of crisis, will be remembered for a long time.

Having successfully led a number of companies through financial and/or operational crises, here are a couple of recommendations:

  • Transparency and timely communication are essential, whether the news is good or bad.
  • Deliver bad news with some kind of credible plan for how your organization will move forward with specifics on what you need from your people to make that happen.
  • If the plan will take more time to develop, don’t wait to communicate. Let your people know that and what they should be doing while the plan is being developed.
  • Hone and know your message so you can communicate it clearly, consistently and constantly.
  • Be visible, available, approachable, and open to the input of others, even if it needs to be through video conferencing, the telephone, text or email. Showing that you are available and open to input, shows respect. And, you may just get some better ideas than you currently have in mind.
  • You can’t lead others if you can’t lead yourself! Right now, during the Coronavirus (Covid-19) crisis, there are plenty of great posts, blogs, articles, and activities on the internet (and through other sources) that are focused on helping you get through this crisis by improving both your physical and mental health.

In addition to your people…the future of your business starts with CASH!

Do you know how much cash you have immediately available in the bank for the business? Do you have enough to cover your next payroll, the one after that, etc.? Do you have alternate sources of cash set up for temporary needs? If you use them, do you have any idea when you’ll have enough cash to pay them back?

Okay, so maybe this blog isn’t for you. However, there are lots of businesses owners out there who do not know the answers to those questions. I’ve seen them and I’ve helped them, so before it’s too late…please share this blog with others in your network who may not be able to answer these questions for their business!

If you can’t answer those questions, you are not the alone! Even if your business has been going really well over the past couple of years, the current pandemic may be creating new challenges that you really need to be preparing for now!

You would not believe the number and size of businesses that don’t have this relatively simple information to help keep their business running in the short term, especially during a crisis period.

Further below is a simple cash flow model in a spreadsheet. It is really no more than:

Cash in the bank today

plus      Cash coming in (customer receipts, loans, investor cash)

less        Cash going out (payroll, benefits, rent, and other expenses)

equals   Cash in the bank at the end of the period (week, month, etc.)

 

OMG…Duh…you say? Then go and ask your controller or accounting manager for the answers to those earlier questions. If they can easily give them to you, awesome! If not, read on.

Do not put this off and do not overthink it! Have your controller to put together a spreadsheet similar to this for your business, and tell them not to put this off and not to overthink it! Just make sure you are estimating to the best of your ability what the big and important numbers are and lump the rest into an average number for whatever period you use.

Here is the model:

Some things to note:

  • The company in this example is a software-as-a service (SaaS) provider…don’t get caught up in that, the model needs customized for your business!
  • Rounded numbers are close enough.
  • This company only pays its bills once per month (less expensive to do, easier to manage the cash flow, and most great partners will accept this…if not, pay twice per month).
  • Notice that if the company does not borrow on its line of credit, or provide the funding from somewhere else, it can’t make payroll in the week of 4/11/20. In this model, ABC borrowed $150,000 on its line of credit or from investors and is going to start paying it back by the end of the month, when the crisis is over.
  • This model is only for one month. You may want to do a couple of models so you can better plan what you will do if things don’t work out like you think they will over a longer period of time.
  • If you can’t make that next payroll, and you don’t have the ability to borrow from anyone or pull in additional investor cash, you have a major problem that would be better to figure out and address now, rather than when your payroll person tells you…which may not be until the day payroll is supposed to go out.

Some potential options?

  • Step up collection efforts from your biggest customers (be careful of setting off their alarm bells!)
  • Delay vendor payments (not a big impact in this model)
  • Delay payroll (I’d suggest being honest and transparent with your employees on how they get caught up on their pay based on your cash forecasting model)
  • Temporary layoff or shut down (if you are being transparent, your employees may be more willing to work with you than you think!)
  • Permanent layoff or shut down (what we are trying to avoid here!)
  • Others?

In any case, I hope you can see how this simple cash flow forecast is worth the effort, if you pay attention to it.

Once again, please do not overthink it and try to be any more precise than you really need to be! Getting a decent picture of where you are on a timely basis is of the essence right now.

The goal of this blog is to get business owners and C-level execs to be more proactive in managing their business through this and any other crisis. Don’t let your business crash because you did not pay attention to PEOPLE & CASH.

Next up…ADAPTING YOUR BUSINESS FOR POST-CRISIS SUCCESS!

 

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 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

Mike Sayre is a highly experienced and successful startup, turnaround & growth specialist in the software, e-commerce, and manufacturing service industries, leading organizations as CEO, COO, CFO, CIO, and/or Board Director over the past 20 years. He is currently the president & COO of the Innovative Leadership Institute, a trusted partner inspiring and enabling perpetual innovation, evolution, and growth in leaders and their organizations.

Thanks for following me! If you would like to learn more or get help, please email me at msayre@innovateleader.com .

 

 

Corporate Citizenship – The De Beers Group

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

This blog is provided by Cynthia Cherrey, President and CEO of International Leadership Association. It is a companion to the 12-week International Leadership Association Interview Series that began with Pat Dambe’s interview on Innovating Leadership, Co-creating Our Future on Tuesday, January 14, 2020, titled Sustainability and Corporate Citizenship.

 

Global corporations shape the future of business. They play a pivotal role in the communities in which they reside and in the wellbeing of our global community.

This podcast is the first in an International Leadership Association (ILA) 12-part series hosted by ILA Fellow Maureen Metcalf, creator of Innovating Leadership, Co-Creating Our Future on the VoiceAmerica Business Channel. In this episode, Metcalf interviews De Beers Vice President Pat Dambe about the partnership between the government of Botswana and the De Beers Group of companies.

It is a fascinating interview that gives us an understanding of Botswana’s way toward independence from the British in 1966, the discovery of diamonds one year later, and the leaders at the time who had the foresight to build a better future for Botswana. The leaders of De Beers and Botswana, practically from the start, entered into a joint venture committed to ensuring that every diamond found belonged to every person in Botswana, contributing towards education, healthcare, and infrastructure. That vision and commitment resulted in Botswana shifting from one of the poorest African countries 52 years ago to a prosperous African country today.

Pat Dambe, with Maureen’s insightful questions, shares that story, touching on the leadership vision, the partnership between the country and the company, and the successes and challenges of that partnership.

The interview is infused with leadership lessons. It reminds us how everything in nature is related to everything else and how companies and countries reflect these highly complex ecosystems. It reinforces the importance of cultivating relationships and optimizing the tensions to find the commonalities. It reminds us about the importance of leadership looking forward, toward a future for the greater good of all instead of the immediate good of a few. And it helps us to remember that each of us is important, and each of us has the ability and the responsibility to contribute and to give to the common good.

Helping to create a better world through our leadership work is something that we take seriously at the International Leadership Association. We hope you will listen to this thought-provoking podcast series over the coming weeks (episodes air each Tuesday at 2PM Eastern or on-demand) as Maureen explores in each interview various leadership approaches for the health and wellbeing of our future communities.

 

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

Cynthia Cherrey, President and CEO of the International Leadership Association (ILA), a global network of leadership scholars, educators, and practitioners. Previously, Cynthia served as Vice President and Lecturer in the Woodrow Wilson School of Public and International Affairs at Princeton University. She publishes in the areas of leadership, organizational development, and higher education including co-authoring Systemic Leadership: Enriching the Meaning of our Work, co-editing ILA’s Building Leadership Bridges book series, and her most recent publication is Women and Leadership around the World (co-editor). She is a Fellow at the World Business Academy and a recipient of a J.W. Fulbright Scholarship.

Cynthia’s interests and research explore new ways to live, work, and lead in a knowledge driven, interdependent, global society. She consults and speaks to for-profit and non-profit organizations around the world on leadership and organizational change

Accelerating Competitive Advantage with AI: How Organisations are Moving from Experimentation to Business Impact

This blog is provided by Dr. Jennifer Barth and her team, as a companion to her interview on Innovating Leadership, Co-creating Our Future. This interview, Accelerating Competitive Advantage with Artificial Intelligence aired on 1/7/20.

Research Overview

We collaborated with Microsoft for the third year running during summer 2019, to explore the current state of AI across four specific industries, retail, manufacturing, health and financial services within the UK. We analysed how organisations within these sectors can implement AI in an ethical, cost effective and optimal way.

With rapid advancements in AI, our research answers questions around ethics, responsible innovation and the future impact of AI on our industry sectors and workforces. We gathered practical advice on how organisations can create robust and scalable AI investments.

Key Research Findings

  • 56% of organisations in the UK are using AI enabled solutions with notable advances in use of machine learning and analytics
  • Organisations already using AI at scale are performing an average of 11.5% better than those who are not – up from 5% just one year ago
  • Last year 51% of organisations did not have an AI strategy at all, a number which has decreased to 37% of organisations this year.
  • 38% of business leaders want to be leaders in AI innovation – a figure that has more than doubled since last year

Report Findings

How exactly can UK organisations scale their use of AI and secure a competitive edge while, at the same time, doing so in a way that is ethical, responsible and in line with the needs of their employees, partners and customers? Our research explores three key themes that allow organisations/leaders to truly accelerate their competitive advantage through AI enabled solutions.

  1. Moving from Experimentation to Implementation

Of all the business leaders we surveyed, only 8% classified their organisation as Advanced AI users while nearly half (48%) currently remain in the experimentation phase. Thus, over half of all British businesses using AI don’t seem to have an AI strategy at all, mainly because they lack a clear understanding about what AI can do for their business. As the people tasked with setting an organisation’s strategic direction, leaders need to quickly ascertain exactly what role AI can and should play within their organisation and provide adequate training and resources for successful AI implementation. Currently, only 21% of leaders have completed training in how they can use AI in their jobs, and only 21% are sure they can meet staffing needs related to skill changes caused by AI. Overcoming these obstacles will be crucial in enabling UK organisations to implement AI quickly and responsibly across their organisations to stay relevant in the future.

Luckily, advanced AI-organisations recognise this as those that are successfully employing the technology at an organisational level, rather than just a local or departmental one, are much more adept at evaluating the business benefits of AI investments and ensuring they have a clear objective at the outset. They are also more agile in how they operate than those that are experimenting with AI, meaning they are better equipped to respond to customer and employee needs, changes in technologies, or market conditions

  1. Create a Culture of Participation

Ensuring workers have the tools to augment their job roles with AI is critical – The change is as much about culture as it is about technology. It involves a move away from a situation in which only certain people or business functions have the tools to experiment with AI, to a democracy – where everyone has the building blocks to integrate AI into their working day and actively contribute to the development of new solutions, regardless of where they sit in the organisation

Building out your culture to equip your people will be the best competitive asset you have. Our research found AI-advanced businesses lead to stronger democratic practices, as organisations that are more advanced in their use of AI are more likely to:

  • Ensure AI is used responsibly
  • Understand and develop the skills and mindset needed to work with AI
  • Create and implement workforce diversity plans
  1. Make AI work for everyone

By establishing a clear set of developmental standards and operating principles to ensure the technology is deployed ethically, with attention to bias and in a way that actively promotes diversity and inclusion. Our research shows us that firms advanced in AI are better at tackling overall bias, as 77% of advanced organisations say they have the capability to identify bias in their organisation when it is observed (58% experimenting).

Two of the most important criteria here are the ability to accurately identify all ethical issues as they arise and understanding how to respond when they do. Crucially, the more advanced an organisation is in its AI-led digital transformation, the more likely it is to have established the operational logistics to deliver against an ethical criteria.

Take Away: Tips for Scaling AI successfully

  • Treat it as a business change programme – this needs to be something the entire organisation is involved and invested in
  • Make sure everyone is supported in knowing how the technology works – an understands how they can use AI to be more effective in their role
  • Embed a culture of integrity and ethical behaviour – it’s up to leaders to communicate internally and establish a framework for making ethical decisions – companies advanced in their AI implementation know how to operationalise solutions to these problems

Research Methodology

Our research used a mixed-method approach to analyse the current state of AI within the UK in the spring and summer of 2019. Including an in-depth literature review of academic, industry and media sources, subject matter expert interviews and case studies across a variety of academics, professionals and organisations, a social experiment on augmentation. The research also included a survey of 1000 leaders and 4000 employees in organisations with over 500 employees with focus on four industries (finance, retail, manufacturing, and healthcare). From these sources, we developed a set of dimensions as a lens through which to consider the opportunities for AI in the UK today.

More Information

To find out more about this research, click 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, 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

Dr Jennifer Barth is an experienced ethnographer and social researcher, with a PHD from the University of Oxford. Her work is informed by empirical research on the intersections of emerging technologies and socioeconomic change. She provides companies with thought leadership and media engagement opportunities on global issues impacting and shaping our current and future socio-cultural lives.

Her current research focuses on the human impact of artificial intelligence (AI) through fieldwork experiments with IBM Watson and other providers, leading Digital Transformation and AI implementation research for Microsoft, Reinventing Loyalty with Adobe, and more. She is skilled at research design, qualitative research and analysis, quantitative analysis, new methods using emerging technologies and working with people to bring to life the stories behind numbers.

 

Innovating Leadership, Co-creating Our Future: Top 10 Shows of 2019

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

Thank you to our listeners for making 2019 our best year yet. As we close out the decade and move into 2020, we are very excited for the guests, information and opportunities to come. We’ve had amazing businesspeople, talented authors and visionary executives on the show this year each and every week. We wanted to sum up the year with our 10 most popular shows of 2019. If you missed any of these great shows, click on the link and you will be taken directly to the show.

2019 Top Ten Shows List:

  1. Situational Analysis – Increase Presence and Effectiveness with Belinda Gore aired on 01/08/2019

 

Situational analysis is one of the five key elements of Innovative Leadership. Being effective at situational analysis means you are able to evaluate four key elements of any organizational situation: 1. your personal values and thoughts 2. your behavior 3. the organizational culture 4. the organizational systems and processes. As leaders we are continually responding to changing and competing demands and situations. It is important to have a holistic framework that allows us to evaluate the situation and align each of the key elements. We use situational analysis in a broad range of circumstances ranging from validating key decisions to evaluating opportunities. This tool increases leadership effectiveness and also allows them to act with higher level of authenticity and presence. During the conversation, presence is a major theme. By understanding what is happening and who we are as well as what we value, we are liberated to be who we are authentically.

 

  1. Sustainability: Why Hasn’t It Been Embraced? with Christoph Hinske, Michelle Thatcher and Khoo Hock Aun aired on 06/25/2019

 

“Business as usual” can no longer be the leader thought pattern in regard to environmental impacts made by businesses. We are at a critical point where sustainability and impacts on the environment by business practices must be considered. What as leaders can we do to make a difference in these highly sensitive decisions? Christoph Hinske, Michelle Thatcher and Khoo Hock Aun discuss the options leaders have to encourage favorable corporate behavior and what leaders can do to make a difference.

 

  1. Difficult Times Can Build Leadership Skills with Aleksandra Scepanovic aired on 10/22/2019

 

Aleksandra Scepanovic joined the show with her inspiring story. How she first moved to New York City in the early 2000s after starting her career as a journalist covering the Bosnian war, from the war zones of the Balkans. When she came to New York City, she was enamored by the beauty in the architecture in the different neighborhoods, which led her to begin a career in real estate. Aleksandra felt a special connection to the brownstone neighborhoods of Brooklyn, and after spending more time in the borough, she and her partner co-founded Ideal Properties Group there in 2007. Aleksandra shares how the difficulties influenced her leadership skills and what she learned that allowed her to become a better leader.

 

  1. Connect First: Ways to Ignite Success, Meaning and Joy at Work with Melanie Katzman aired on 10/29/2019

 

In this episode Maureen interviewed Dr. Melanie Katzman, author of the new book, CONNECT FIRST: 52 Simple Ways to Ignite Success, Meaning, and Joy at Work. Melanie gave actionable advice for restoring joy and amplifying success at work through the power of human connection. In her dual roles as a therapist and a consultant to companies on six continents, she found that connecting first as humans—and then as colleagues, coworkers and community members—is the solution to almost any conflict encountered by both her clinical patients and her corporate clients.

 

  1. 6. WE Empower UN Sustainable Development Goals Challenge Winners with Amanda Ellis, Hadeel Anabtawi and Habiba Ali aired on 10/8/2019

 

There are women leaders making a difference by promoting positive change in their local communities which can have a global impact. “Women hold each other’s hands around the world for innovative positive change, supporting and promoting each other’s work to make the world a better place and co-creating the future we want”. Amanda Ellis, co-chair of the WE Empower United Nations Sustainable Development Goals Challenge, which promotes women business owners globally who are both running successful businesses and supporting the UN Sustainable Development Goals, joined Maureen along with Hadeel Anabtawi and Habiba Ali, two of the 2018 winners of the challenge. Their inspiring stories show how women leaders can make a difference in the world to promote positive change.

 

  1. The Biography of a Finally Successful Startup with Charles Morgan aired on 8/27/19

 

For those wrestling with questions about business leadership, avoiding bad decisions, investing in a start-up, and turning a passion into a profitable venture, Charles Morgan shares his story of how he retired and then found himself back in the role of CEO for a struggling data and analytics startup company. His story is textbook entrepreneurialism, at least as ‘textbook’ as an entrepreneurial narrative could ever be. He talked about the intersection of entrepreneurism and data.

 

  1. Influence PEOPLE: Powerful Everyday Opportunities to Persuade with Brian Ahearn aired on 9/3/19

 

Understanding the principles of influence allows you to leverage human psychology and increase your opportunity to hear that magic word everyone wants to hear when they make a request – Yes! By discussing Brian’s book, Influence PEOPLE: Powerful Everyday Opportunities to Persuade that are Lasting and Ethical, we want to help individuals and organizations take the complex scientific research on the influence process and put it into practical application. The result of this practical application is more success at the office and peace and happiness at home.

 

  1. Lasting Solutions for Distribution Center Labor Shortages with Will O-Brien and Dave DuBose aired on 9/10/19

 

The labor shortage is not going away, workers are becoming more transient and Amazon is continuing to drive up competition for distribution center (DC) employees. So, most DC operators resort to wage increases and retention bonuses as the quick solution to this really challenging people problem. Will O’Brien and Dave DuBose joined the show to share the better answer, which is a set of more robust solutions that better serve the operators’ longer-term needs and mitigate their dependence on short-lived “quick fix” wage and bonus answers that everyone else is chasing.

 

  1. Business Disruptions: Are You Disrupting or Being Disrupted? with Mark Kvamme on 8/6/2019

 

Business disruptions are occurring every day for entire business segments. Effective organizations are looking ahead to lead the disruptive efforts to set the new market. If you are not disrupting – you will get disrupted. Mark Kvamme joins Maureen to discuss how he works with organizations to identify opportunities and be the disruptor rather than being disrupted.

 

  1. Why Digital Transformations Fail with Tony Saldanha on 8/20/2019

 

Digital transformations can be made routinely successful and is more important than ever now that we’re in the Fourth Industrial Revolution. The lines between the physical, digital, and biological worlds are becoming more blurred. This however does not eliminate the fact that 70% of digital transformations fail. That failure is not due to technology or innovation itself but in fact comes down to the details. The lack of clear goals and having a disciplined process for achieving them is what leads to failure of digital transformations. Tony Saldanha will joined the show to discuss his new book, Why Digital Transformations Fail.

 

We look forward to 2020 and all that the future holds for us as a people, as a community and as a world. May peace and joy surround you all during the start what is bound to be a new and wonderous decade.

 

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

Susan Harper is the Business Manager at Innovative Leadership Institute and sometimes a travel blogger.

 

4 Industries That Need Strong Leaders to Guide Them Through the 4th Industrial Revolution

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

This guest blog is provided by Ashley Wilson as a companion to the Mark Sims interview on Innovating Leadership, Co-creating Our Future. This interview Delivering for the End to End Customer as a Strategic Leader aired on 6/4/2019.

The impending 4th Industrial Revolution promises to bring radical technological transformations to enable faster, more flexible, and more efficient business processes.

source: pixabay.com

Technology is already part and parcel of many industries, but Industry 4.0 takes the meaning of digital transformation to a whole new level by completely changing how suppliers, producers, and customers interact with each other.

What are its impacts on industries and how do leaders play a role in enabling its success?

What Is the 4th Industrial Revolution?

The 4th Industrial Revolution (also known as Industry 4.0) boosts business performance by linking the best of physical and digital worlds.

This is achieved through a mix of innovative technologies such as AI, robotics, cloud computing, blockchain, and the Internet of Things (IoT).

Industry 4.0 is sometimes deemed as the age of the smart factory, where digital systems monitor and make automated decisions for businesses with the help of the technologies mentioned earlier.

Industry 4.0 is paving the way for transformative changes at breakneck speed in every industry, from changing the face of manufacturing to revamping construction works, to enabling fintech services in needy areas all over the world.

How Will the 4th Industrial Revolution Affect Industries?

The question is, what are the industries most impacted by the 4th Industrial Revolution—and what can business leaders do to ease this change?

Manufacturing

Many manufacturing companies are behind the tech curve as their operations remain the same as how they were 30, 40 years ago.

Machine operators come into work, attend routine daily meetings with their superiors, then proceed to operate machines manually for the rest of the workday. This is nowhere near efficient for enterprises that want to embrace digital transformation.

With Industry 4.0, many of the repetitive, inefficient processes in manufacturing are automated by smart machines.

This allows employees to focus more on higher-level work which gives organizations leeway in pursuing valuable organizational, operational and digital transformation efforts.

For example, instead of relying on daily meetings to distribute tasks, manufacturers can utilize smart whiteboards to automatically display work metrics in real-time and assign tasks.

Questions like “what are the important tasks to complete today?” and “who should work on them?” are managed automatically without the need for human interference.

Smart monitoring is another avenue manufacturing companies are pursuing to improve work efficiency. In smart monitoring, digital tools assess the conditions of machines in real-time which allows factories to predict potential machine failures with the data at hand.

With this technology, factory owners can identify machine errors before they happen, increasing the long-term quality of their inventory while improving output immensely.

Some smart machines even have the ability to automatically fix itself and optimize processes, further reducing the burden of human workers.

All these advancements will see a shift in the manufacturing field from favoring labor-heavy companies to those who can adapt to Industry 4.0 the fastest—a shift that is already taking effect today.

Logistics and Supply Chains

Modern supply chains do benefit from technology by leveraging big data to coordinate processes within the supply chain.

For example, logistics companies use data analytics to help them make informed business decisions like predicting traffic, improving global collaboration, and manage container risks.

Physical platforms (e.g. logistics) also utilize technology in smoothing the flow of physical products, bringing inventory handling performance to an all-time high while keeping costs low.

Despite these improvements, supply chains still lack the capabilities needed to keep up with the unpredictable expectations placed on companies. Simply put, traditional supply chains are too slow for today’s fast-moving markets.

Industry 4.0 aims to put an end to this obstacle by enabling automation with digitized and robotic supply chain processes.

As a result, more and more logistics processes will be handled by AI and robots, leaving behind the time and cost-intensive human labor of old.

Logistics companies that have the resources to implement these technologies in their supply chains will benefit massively, as wide-scale automation saves a lot of time and effort that can be funneled towards more valuable and strategic work.

Construction

Same as the logistics and manufacturing fields, the construction industry is far behind in terms of technology adoption. Many construction companies still use manual labor, outdated machines, and outdated operating and business models.

The 4th Industrial Revolution, however, changes how construction companies are going about in designing, constructing, operating and maintaining assets.

Innovative technologies like 3D printing, robotic machinery, and prefabrication are impacting the construction field positively by reducing excess budgets and inefficient work.

Experts believe that within 10 years, Industry 4.0 could help the industry overcome its growth issues by cutting down on $1.7 trillion of wasted spending, a figure equivalent to 20% in annual cost savings.

The 4th Industrial Revolution will also help companies attract new talent which is vital considering the “boring” nature of the field.

Construction jobs are typically associated with hard work and labor, but that is set to change as future scenarios require a different set of modern skills to navigate.

Finance

Technology is crucial to financial institutions as they catalyze the innovation of solutions that help fuel economic growth, mainly through enabling global financial access in less developed areas.

Technology in finance also promotes the greater knowledge of financial tools to the needy, while also increasing transparency—a much-needed solution considering the discrete nature of financial institutions.

The biggest benefit of the 4th Industrial Revolution to the finance industry is its role in simplifying customer-facing technology (e.g. mobile banking), which promotes user engagements, eventually leading to the growth of financial markets.

Most of today’s banking operations will be automated in Industry 4.0. Thus, financial institutions would shift their business model towards offering business insights and higher-level services (e.g. consulting) with the use of data analytics, bringing an end to basic bank teller services.

New financial service models are also expected to appear for operational, business, and specialized finance, with tasks being done by a combination of humans, robots, and AI.

This forces banks and other financial institutions to rethink their business strategy to pull through the 4th Industrial revolution.

Why These Industries Need Strong Leaders to Navigate Through the 4th Industrial Revolution

The ever-changing environment of the 4th Industrial Revolution creates a level of uncertainty and expectation that requires businesses to be agile and flexible—a task that falls on the shoulders of business leaders.

source: pixabay.com

In a Deloitte study, 86% of business leaders said they were “business-ready” in terms of embracing Industry 4.0 and were doing “all they could” to make the transition as seamless as possible.

The same study was repeated six months later and surprisingly, only 47% said they were prepared for Industry 4.0—less than half the previous figure in just under a year.

While this figure may seem worrying at first sight, it represents a welcome change in the attitude of leaders towards the 4th Industrial Revolution.

Instead, this mindset shift suggests that key executives are now more aware of the effort it takes to overcome Industry 4.0’s biggest challenges.

 

The Skills Every Top Leader Needs to Embrace Industry 4.0

Leaders play an important role as they’re the ones responsible for easing digital transformation in the workspace.

That role begins by putting people first and empowering them with the tools and skills needed to adapt to change.

Agile and Flexible

The rapid speed of change in the 4th Industrial Revolution means that leaders need to be agile and flexible in embracing change.

More importantly, strong leaders see change as an opening for organizations to innovate, not as a liability.

This skill, along with the flexibility to cater to the changing demands of employees, working environments, and business tools, is crucial as strategies that work today may not work in the future.

Hence, leaders need to be on their toes in keeping up with change and making the best out of it.

Emotional Intelligence (EQ)

Emotional intelligence is an important skill to have in the future as leaders are expected to manage employee sentiment well as well as their own emotions.

As machines and smart systems enter the workforce, leaders will need to be even more empathetic to maintain their team members’ wellbeing.

A good leader in the 4th Industrial Revolution is someone who is willing to have honest, open conversations with their team not only about work but also on personal topics outside of work.

Responsibility

Leaders can only earn the respect of their team if they’re responsible and accountable.

Industry 4.0 preaches a transparent workplace, leaving no room for irresponsible employees including leaders themselves.

It’s crucial for leaders to take responsibility for the outcomes of business decisions while ensuring that team members are protected from criticism should any unwanted events occur.

Tech Literate

Industry 4.0 is driven mainly by advanced technology.

As a result of this change, future leaders must be tech-savvy to understand rapidly changing tech landscapes.

This allows them to identify the right technology for their organization rather than blindly following what’s in trend.

Teamwork and Collaboration

In contrast to today’s offices, future leaders won’t have their own exclusive workspace—they’ll be working with the team instead.

Leaders will still have executive powers but collaboration will be the number one factor that separates strong leaders from mediocre ones.

The importance of collaboration is further amplified by the diversity of future workspaces.

With employees coming from different backgrounds and parts of the world, they need strong leaders to appreciate and leverage the differences of every individual to benefit the team and the organization.

 

Industry 4.0 Needs Equally Transformative Leaders

As the 4th Industrial Revolution changes how we work in the future, business leaders must prepare their teams by leading by example.

No matter how much AI and smart machines impact the workforce, excellent leadership will—and always will be—the driver of organizational success.

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

Ashley Wilson is writing about business and tech, and the intersection of the two. Personally, she has been known to reference movies in casual conversation and she enjoys baking homemade treats for her husband and their two felines, Lady and Gaga. If you need a new writer, get in touch with Ashley via Twitter.