The Mindset Leaders Need to Grow with Customers Today

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This blog is provided by Todd Hockenberry.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Inbound Organization: How to Build and Strengthen Your Company’s Future Using Inbound Principles that aired on September 15th, 2020.  

 

To drive revenue growth in an uncertain environment, leaders need to change their thinking about how they view buyers.

The old formula of more: more marketing campaigns, more sales resources, more budget no longer assures leaders of a direct return.

Buyers, and the way they find information, evaluate options, consider vendor choices, and make decisions have changed. Yes, you say, of course the buyer has changed, and we have a better website, more content, and a social media presence.

But systemic shocks are accelerators of trends that were already underway. The rate of buyer behavior changes and buying process change is accelerating.

Has your thinking about buyers changed accordingly? What you knew about buyer behavior two years ago is probably obsolete at this point.

The companies that survive and thrive with predictable revenue engines in the new, new age of buyer control will be the ones that become inbound organizations – ones that are built for and solve for the customer, where everyone is aligned around the goals of the customer, and fully invested in the success of the customer.

“Many companies recognize the need to change marketing tactics, to use content, develop a digital marketing presence, and adapt to the ability of buyers to control the process. Few see it as fundamental to the operation, structure, and strategy of the entire organization.” *

People demand more from the companies they buy from. Companies, even those B2B companies in traditional industries, must realize that they are not just selling a product but delivering an entire customer experience from the first touch until the buyer no longer uses the product. Each step and each touch with the buyer either add to or detracts from the experience.

The goal is not the customer experience. The goal is to enable your customers to share their great experience and become your best advocates.

Customers that love the experience of working with your company will be your best marketers and best salespeople.

“The first and most important step is to shift the organization’s mindset to focus on solving for the customer. Make decisions based on what’s in their interest—because what is in the customer’s interest is in the organization’s interest too.” Dharmesh Shah, HubSpot.

But wait you say, we put the customer first. Maybe your sales team does, maybe your product team does. But does your back office? Does your accounting team? Does your service team, or do they just react when the phone rings? Do you ensure your customers are successful with your product or do you set it up, get them going, and then forget about them until they have a problem?

Look at your marketing. Is the content of your campaigns, the text on your website, or the content of your presentations about your products (features, specifications, technical info) or is it about your customers? Does your sales team act as change agents and business peers or are they product-focused order takers?

Do you really know why and how your customers buy, or do you just hope the order shows up?

 

How do you make your entire business attractive, not just your inbound marketing?

Building an inbound organization starts with a mission and culture that places the goals of the target customer as the top priority. Solving for the customer means that everyone in the organization is aligned around the mission of the company. Your mission is the agreement and expression in a brief statement of how your company’s people, resources, time, products, and services help your target customer solve their problems, do the jobs they need to be done, and achieve their goals.

Very few companies we work with have a mission framed in these terms. If they have one at all it is usually full of buzzwords like best in class, high quality, and outstanding service, none of which mean anything to your customers or to your employees.

Can you state your company’s mission statement as you read this article?

The mission is important because it serves as a guide to all employees as they make decisions every day about how to use their resources to solve for the customer.

A vision is where your company wants to go, the mission is how it is going to get there. And both involve putting the customer’s goals and outcomes at the core.

Creating a clear mission also serves to tell your customers why you exist and becomes an attractive signal that your business is focused on them and their needs. Buyers have abundant options, even for most complex purchases, and they will increasingly choose to work with businesses that state and share their values.

The same idea holds for employees – if you want the best people you need to attract them with a compelling mission that aligns with their personal goals and beliefs.

 

Building a mission and culture of helping customers first

If your business develops a clear mission, then your culture is the environment that either drives everyone towards the mission or stands in the way. Culture is the sum of the values, attitudes, beliefs, and behaviors of leadership applied through the entire company.

Your culture drives alignment to the mission. A customer-focused culture aligns everyone with the goals of the customer.

“An inbound organization is guided by a philosophy, a set of core beliefs, and best practices that impact every person in every department to provide value and build trust with customers, partners, and anyone they touch.” *

Why does a customer-focused mission and culture drive revenue?

As Peter Drucker once said, “Culture eats strategy for breakfast.” A culture of customer focus, solving for the customer, with everyone aligned around the needs of the customer, and making sure customers are successful is the way to grow your business in this age of buyer control.

When leaders understand that their organizations are not as customer-focused as they think they are, they can explore how to align their mission, strategies, action plans, and tools with the way their buyers think, learn, discover, and purchase.  These inbound organization ideas will help leaders focus their business on customers and succeed at attracting and keeping them at a rate that outpaces the competition.

* Inbound Organization: How to Build and Strengthen Your Company’s Future Using Inbound Principles, Wiley (2018)

 

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

Todd Hockenberry and Top Line Results specialize in leading top line revenue growth at small and medium-sized companies with a focus on Business-to-Business, manufacturing, technology, and capital equipment.

For over 11 years Top Line Results is a leader in educating and helping Business-to-Business companies adapt to the new realities of Internet-driven changes in buying behavior and to successfully grow their businesses.

Todd is the co-author of the book Inbound Organization: How to Build and Strengthen Your Company’s Future Using Inbound Principles.

 

Grow as a Leader with These 3 Essential Psychological Skills

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This blog is provided by Nashater Deu Solheim, Founder and CEO of Progressing Minds AS.  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled The Leadership PIN Code: Unlocking the Key to Willing and Winning Relationships that aired on September 8th, 2020.

 

We’ve all had the experience of watching someone from the sidelines and admiring their leadership ability. Their skills are not always concrete, tangible, or observable from the surface. In fact, it is the subtle arts and nuances of what leaders do that makes it look so natural.

Some, of course, are natural-born leaders who are great with people. But great persuasion, influence, and negotiation can also be learned, and there is opportunity for you to learn the nuance of effective leadership as well. How do you, in a moment of leadership, translate all your expertise and knowledge towards positive engagement with your stakeholders or employees?

In a word, PIN: Persuasion, Influence, and Negotiation. Here’s why those three psychological skills are essential to your growth as a leader.

Persuasion

Persuasion is the process by which one person achieves their goal to change another person’s viewpoint or position on a matter. Persuasion is an everyday necessity for leaders. Persuasion is about closing the gap between you and your position and the other person and his position, which makes up a good deal of leaders’ time.

An engaged leader is curious in everyday interactions, asking the other party questions to establish their interest. Armed with answers, he can then start to challenge facts. Persuasion is often about guiding others to identify the gap between what they believe to be true and actual facts or likelihoods.

Parents do it with children. For example, when a child says, “I don’t want to jump off the diving board at the swimming pool.” The parent asks what he thinks will happen. “Well, I think I’m going to bang my chin on the board,” the child responds. The parent, in turn, explores the facts in the gap, pointing out that by standing at the end of the diving board, banging his chin is nearly physically impossible. The child is persuaded to change his perspective by drilling down into facts.

The psychologist Robert Cialdini has shown that humans are persuaded to another person’s point of view not by luck but by the manner and methods by which the persuader captures our motivations, interests, and what is valuable to us, thereby either motivating us or drawing us in towards the choices they would like us to make.

Effective persuasion is at the core of good business. Focusing on the needs, interests, and feelings of the other people in the room make it much easier to create a collaborative, energetic mindset. Reaching people isn’t necessarily about changing their mind. It’s about showing them that you understand theirs.

Influence

Influence is the power or capacity of causing an effect in indirect or intangible ways. Influence may seem ineffable, but it can often be traced to specific kinds of practices. In many cases, it’s the result of a person’s mindset, behavior, and conversation skills.

Influential people know how to ask effective questions, give clear responses, and steer conversation in a productive way. They know the power of body language and make an effort to put people at ease with their gestures and tone of voice. They also take the time to prepare, research the people they’re going to interact with, and take the time to learn about others’ cultures, interests, and goals.

Influential leaders have high-performing teams and respectful, cooperative, and collegiate rules of engagement. They have also built trust so deeply within their teams that they can challenge, handle conflict and differences of opinion, and use them to renew their agenda, goals and targets in a positive way.

There are some common errors that leaders make when it comes to cultivating influence. These errors can lead to dysfunctional work environments and can harm their relationships with clients. For example, positive influence comes from collaboration, not competition, but often, leaders focus on their own gains at the expense of others’ needs.

Another common influence error comes when leaders are reactive, not proactive. When they jump into tasks or make changes without ensuring that their key stakeholders or team members are committed, it can lead to conflict. Impulsive and unpredictable leaders will find it hard to establish trust among their employees.

Finally, rigid ways of thinking are bad for business. When leaders have a “know-it-all” attitude, adopt an “if it’s not broken don’t fix it” mantra, and hold a hierarchy-obsessed mindset, they often aren’t flexible enough to satisfy their clients and employees.

Negotiation

According to the Harvard Negotiation Project, negotiation is back-and-forth communication designed to reach an agreement, even though each party sometimes has conflicting interests. Negotiation is far more relevant to leadership than you might believe and not just in relation to contract, financial or commercial negotiations where there are rules to follow and margins to maintain.

In today’s world, negotiations between countries and political parties have huge business negotiations behind them with multiple aspects often related to defence, trade or access. Leaders negotiate with other people all the time.

Often, powerful leaders don’t think they should have to negotiate with their employees because people are employed to do what the leader asks. Yet negotiating is about creating the win-win in which the opportunity is framed. Yes, the employee may be obliged by virtue of their role to do the task, but creating a culture of willing collaboration rather than coerced delivery is the difference between an effective negotiating leader and an entitled one.

When looking at projects or negotiations, plan and strategize beyond reaching your goal. What potential scenarios could take place? What are the success factors versus failure factors? As in a one-minute leadership approach, make sure there’s no gap between what you want to communicate and what you’re actually doing. Much of this is anticipation and planning ahead for various scenarios.

Leaders fail at negotiating when they neglect the momentary check and balance of thinking before they speak and preparing before they act. On the fly is rarely a successful strategy unless you’ve over-rehearsed.

Great Leaders Rely on PIN Skills

As a leader, have you ever wondered why sometimes you get the traction you want with people and other times you don’t? It’s not luck—you must be able to persuade and influence those you lead to get results in a positive way.

PIN is the power of using psychology in business in order to have the positive impact and influence you need to motivate your team and peers. It also allows you to continuously negotiate with managers, stakeholders or adversaries to make real progress. Great leaders infuse PIN skills in everything they do to move their organizations forward with the willing participation of their teams, peers, and stakeholders to create the wins they need.

For more advice on persuasion, influence, and negotiation, you can find The Leadership PIN Code on 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, 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. Nashater Deu Solheim brings a new toolkit to leadership development that is backed by decades of integrated experience in the areas of business and psychology. As a former forensic psychologist with clinical research in the neuropsychology of criminal minds, she developed a deep interest in effective learning strategies for lasting success. Now, as an expert negotiator who studied at the Program on Negotiation at Harvard Law School, Dr. Solheim has combined her experience as an executive leader in international private companies and government ministries to present The Leadership PIN Code, the definitive guide for helping business leaders secure influence and impactful results.

 

A Learning Mindset is the One “Killer App” We All Need

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This blog is provided by Steve Terrell, President of Aspire Consulting.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Learning Mindset for Leaders: Leveraging Experience to Accelerate Development that aired on September 1st, 2020.

 

In Learning Mindset for Leaders, I have attempted to distil some of the knowledge and insights I have gained over my 30+ year career in leadership development, including the deep research into global leadership development I undertook while earning my doctorate in the field. Through this research, I sought to understand how global leaders learned and developed the important competencies and skills they needed to become effective global leaders. The essence of the research results is what I now call Learning Mindset.

Learning Mindset is the “Killer App” of learning, growth, and development through experience. It is the master competency, the one competency to “rule them all.” It is especially important that global leaders have a Learning Mindset during challenging or difficult situations because those are the very experiences that offer significant risks of failure as well as opportunities for personal and organizational development.

Leaders with a Learning Mindset who encounter difficult challenges have a strong tendency to create value from the crucible of negative experiences. As a result, they create their own virtuous cycle of learning and performance, enabling them to learn more from their experiences, which in turn results in

their being more resilient and performing better in VUCA conditions. This leads to achievement of better results and reinforces the importance and value of the Learning Mindset.

A Learning Mindset is an attitude that predisposes you to be open to new experiences, to believe you can and will learn, and to intentionally grow and develop from your experience. The dimensions of a Learning Mindset form essential capabilities for global leadership and bear directly on global leaders’ efficacy in a crisis. Believing in one’s own learning and growth potential enables global leaders to face new challenges with confidence, tempered with humility. Openness to experience allows them to take in a wide variety of information and to process it with an appreciation of its potential value. Being motivated, willing, and desiring to learn focuses global leaders’ energies and attention on grasping new problems and sensing new possibilities. Curiosity about others urges global leaders to wonder how people in other cultures approach the pandemic, what they can learn from different points of view, and make new connections based on new insights. An attitude of discovery and exploration energizes global leaders to investigate the challenges presented by the coronavirus dilemma. Perhaps most important of all, global leaders with a Learning Mindset engage in experiences with an intention and willingness to gain something positive from every experience, including – and sometimes, especially – extremely difficult, thorny, and dangerous experiences.

When global leaders enact a Learning Mindset they are better able to envision and reach for stability beyond the volatility; create space to reduce uncertainty; understand and simplify the complexity; and eventually find clarity for their organizations amidst the ambiguity.

If you’d like to learn more about Learning Mindset, you can order the book Learning Mindset for Leaders: Leveraging Experience to Accelerate Development from Amazon 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

 

Steve Terrell, EdD, is the President of Aspire Consulting, a management-consulting firm that specializes in developing leadership capabilities needed for success. Aspire helps clients Turn Vision into Reality, by defining the leadership capabilities needed to successfully execute the strategy, and by designing and implementing development solutions that build the required capabilities. Steve is a leading expert on global leadership, learning from experience, and Learning Mindset. His book Learning Mindset for Leaders: Leveraging Experience to Accelerate Development is a widely-used resource for leaders and practitioners who want to expand their ability to learn from experience.

 

Photo by Abby Chung from Pexels

How Different Leadership Styles Affect Organization Growth

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This blog is provided by Ashley Wilson, as a companion to the interview with Dr. Dale Meyerrose and his interview on Innovating Leadership, Co-creating Our Future titled Pandemic, Activism, Political Policies: Practical Actions for Leaders that aired on August 25th, 2020.

 

The leadership style that you implement when running your business can often have a significant impact on the success or failure of your company.

Excellent leadership isn’t about barking orders at a specific time or making sure that deadlines are met. You also need to consider the culture you’re creating in your company, and the inspiration you give to your employees.

There are many different styles of leadership when managing and running your team. Each comes with its pros and cons. Let’s inspect how specific leadership styles can affect the growth of your organization.

Autocratic / Authoritarian Leadership

In a crisis, an autocratic or authoritarian leadership style can be beneficial. Sometimes, when employees are panicked, they need the guidance of a strong and confident leader. However, more often than not, autocratic leadership isn’t as beneficial as it seems.

This strategy allows you to run your organization from a top-down perspective, so all the power and authority in your company belongs to your senior management.

This also means that your employees can often feel as though their voices aren’t heard. Although this kind of leadership fosters an environment where working decisions are made quickly, allowing for enhanced efficiency, it also allows for less creativity and buy-in for employees.

Team members can see leaders in this style as uncompromising and controlling, which can lead to even more significant issues with morale.

Participative Leadership

The participative leadership or democratic leadership style is often a lot better for employee morale and creativity. Here, business leaders and managers seek and encourage input from their staff before making decisions.

Participative leaders act after soliciting opinions and ideas from the employees.

The biggest benefit of this leadership strategy is that employees feel more valued and as though their opinion matters. This also fosters a more aligned team, where employees feel more connected to managers, and generally have more commitment to their organization.

However, one downside of leadership style is that decisions can sometimes stall because leaders want to make a choice that can please everyone.

Delegative Leadership

Otherwise known as laissez-faire leadership, delegative leadership is at the other side of the spectrum to the autocratic style.

This strategy allows employees to make more of their own decisions and establish their guidelines for how to work. Leaders that choose this style rarely make major decisions on their own.

This method of leadership also means that team leaders generally only intervene with work in critical circumstances. Employees often prefer this form of leadership, but it can often lead to problems with a lack of direction.

Company leaders often need to find the right balance between giving guidance and letting employees know what they need and giving them the freedom to operate autonomously.

If your company is brimming with experts who know how to make the most out of their skills in your workplace, then you may find that it’s easier to run a business with a delegative leadership style.

Transformational Leadership

In a transformational leadership environment, there’s a heavy focus on change and improvement in the workplace.

A lot of companies in different industries have begun to focus more on transformational leadership to support an age of “digital transformation,” or switch to a more agile way of working.

Transformational leaders inspire their team and create visions that can help their team members to move towards a brighter future.

However, although transformational leaders can give their employees guidance toward reaching business goals, they also pay attention to what their team members need.

This kind of business leader collaborates with employees to determine what changes are needed in workplaces and how to implement these changes.

Transformational leaders are often seen as valuable assets within their organizations, as they help companies to grow and thrive in difficult times. Such leaders can also serve as critical role models, helpful for keeping subordinates motivated.

Transactional Leadership

Finally, transactional leaders give team members very specific tasks to complete and targets to work towards. They reward team members when they meet the set objectives. This leadership style focuses heavily on the results of employee performance.

An enormous benefit of transactional leadership is that it allows for frequent feedback from team leaders.

Employers and managers need to give their staff plenty of guidance for this strategy to work, and also highlight clear expectations that their team members know what to do next. Transformational leadership can promote a lot of improvement and growth within any organization.

This form of leadership is useful for achieving high levels of employee engagement, particularly for those who are motivated by receiving awards and bonuses. However, there is a risk in this kind of environment that employees will follow the status quo and lose their creativity.

Maintaining Best Leadership Practices

Ultimately, there isn’t a one-size-fits-all solution to finding the perfect leadership strategy for your team.

You’ll need to consider the demands of your business, how your employees work, and more when determining what kind of leader you need to be. The best leaders can adapt their style to the environment and the personalities that exist in their team.

Take some time to analyze your team and create a strategy based on what you think you know about how your people operate. Once you’ve implemented a leadership style that seems suitable for your company, monitor how your employees respond.

If something isn’t working, go back to the drawing board and ask yourself what you need to change.

Choosing Your Leadership Style

Different leadership styles have a significant impact on the performance of any organization.

How you choose to lead your team will affect employee morale, decision-making abilities, productivity, and more.

Because of this, successful leaders are scrutinizing problems in their environment and making informed choices on how to adapt.

Effective leaders don’t just set a direction and communicate a goal to their team members, they pay attention to what’s going on around them, and ensure that they’re ready to pivot their leadership style when necessary.

 

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 a content creator, writing about business and tech. She has been known to reference movies in casual conversation and enjoys baking homemade treats for her husband and their two felines, Lady and Gaga. You can get in touch with Ashley via Twitter.

Nimbly Moving Through the Next Inflection Point

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This blog is provided by Lisa Gable, CEO of FARE, Food Allergy Research Education.  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Managing Inflection Points that aired on August 11th, 2020.

 

Having worked through many times of significant global change, most notably the dot.com bust and 9/11, I quickly learned the importance of being agile in my professional and personal life. I had to “zig and zag” while maintaining a positive outward face in business, while building a home environment based on readiness and resilience.

For those of us who are not experiencing our first inflection point (aka the Covid-19 crisis), we have the advantage of a lifetime of managing and surviving stressful situations.  By your early 50s, there is a higher likelihood that you will have suffered a few life altering events and have managed through booms, busts, and heartbreaks.

I’ve seen probably more than my fair share of inflection points in history, including with my time at the Reagan Defense Department during the final days of the Cold War. And, when I joined FARE back in 2018, I inadvertently created an inflection point for the organization.  My remit was to restructure the organization and drive philanthropic and industry investment to help fund new therapies and diagnostics.

If Covid-19 is the first time you are confronting an inflection point, don’t worry – there is time to more fully develop very specific resilience and coping skills. In the meantime, here is some advice for budding and senior managers during this crisis and others that will inevitably follow:

  • Offer mentorship and coaching and consider what you can do to help alleviate the unique stressors of Covid-19.
  • Work to balance the needs of business against people’s fears. Be human and approachable. Share your own story in a manner that is comfortable for you so that you can take part in open dialogue.
  • Encourage co-workers not to hide their challenges, but to share them. Challenges may that remain tucked away can negatively impact the ability of peers to meet their goals, including thriving personally through the inflection point. Awareness of a unique situation become points of information for creating systems and tools.
  • Foster a culture of collaboration which transparently recognizes barriers and encourages teammates to work together to build a path forward which works for the team.
  • Realize that everyone will hit a mental wall at some point – even you. Even the strongest employee will eventually become overwhelmed. Be prepared for the moment and provide a safe environment for the individual to take a mental health break for a few hours, the afternoon, or a day.
  • Take your vacation and encourage others to schedule theirs, also. Burn out is real and renewal is required to meet the uncertainty that is still to come.

The point about inflection points is – you just don’t know when they will arise. They just happen. To everyone. So, to be prepared means you are a better prepared manager, colleague, friend, and parent.

 

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

Lisa Gable is CEO of FARE, Food Allergy Research Education, the largest private funder of food allergy research advocating on behalf of the 32 million Americans living with potentially life-threatening food allergies. Lisa passion, expertise, and fearless workstyle have propelled her to achieve the titles of CEO, US Ambassador, UN Delegate, Chairman of the Board, and advisor to Presidents, Governors, and CEOs of Fortune 500 and CPG Companies worldwide.

Photo by Andrea Piacquadio

Everyone’s Actions Matter – How Will You Participate in Positive Change?

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This blog is provided by Dan Mushalko, as a companion to the interview with Jack Modzelewski and his interview on Innovating Leadership, Co-creating Our Future titled Leadership, Communication and Credibility in a High-Stakes World that aired on April 14, 2020.

 

Humanity sits unquestionably in transition. This is particularly true in the United States, which faces three simultaneous and intertwined crises:  a wounded economy, a blistering pandemic, and dynamic social upheaval from racial inequality.

There simply is no going back to the old normal. This tumultuous trio weighs heavily on realities we’ve hidden and ignored for too long.

Change, then, is inevitable.  Whether that change advances us or mires us in the past depends firmly on our leadership. Successful change depends on everyone participating in the change process. This has never been more true. We each get to take an active role and, more than ever before, our voice impacts the success or failure of the changes we are seeing. The phrase, “many hands make quick work” applies here. Where a group of people are working together, toward a common cause, the change effort is much easier.

From individual Facebook posts to mass-appeal pulpits of TV pundits, too many of us are reacting to that change with fear. Poor leaders divide us to amplify our fear, wielding it for power at the polls.

Fortunately, there’s a science to change. Change is inevitable, so of course it’s been studied. Biology and chemistry, chaos theory and game theory – much of science rests squarely on the universe’s need for change.  In business, this has resulted in the field of change management.  From a broader organizational perspective, change is a vital part of survival. In biology, we see evolution and survival of the fittest. In business, similar principles apply. We hear them expressed as change or die. The same would be true of non-profits and political organizations.

If science and organizations thrive on change, where does all this angst come from?

Bluntly, fear of change is, in part, the result of bad leadership.

Short of Charles Dickens sending three ghosts to them in one night, our current crop of bad leaders won’t improve.  That means it’s up to you to lead us through this change. We are in a time where the actions of each individual matter more than ever. Just calm one person.  Allay their fear.  All you need is one person helped to make a difference. It starts with you leading yourself. It doesn’t matter if you are a college student or a CEO, leadership always starts with yourself before you can effectively lead others.

How?

Try these steps:

  • Ask “why.” Why is change happening? Why is it needed? How will it impact me?
  • Remember that (videos of throngs aside) real change is individual; it happens person by person. Your reaction matters.
  • Change is a choice. Ask them – What future would you choose? How can you help bring about a more positive, sustainable, and just future?
  • Keep in mind that much of the fear arises when people see change coming, but don’t know how to deal with it in their personal lives or within their organizations.
  • Help them. From COVID to racism, explore why change is needed. Conflict feeds fear, so be calm and seek to understand. Compassion and empathy begin with you. You don’t need to agree or disagree, you can just listen and learn and reflect on what you are hearing before expressing your point of view.
  • Recalling how you have been successful at making personal and/or organizational change in the past can boost your self-confidence about your personal change journey.
  • Once you have managed your own concerns, share your personal success with others. How have YOU embraced change? How did you overcome the challenges you faced? Are you helping build personal or societal infrastructure so the change will be lasting and positive?

I believe in a positive future, one in which society helps every one of us become the best versions of ourselves. Understanding that change — especially revolutionary change as we’re undergoing now — isn’t intuitive. Positive change needs guidance from you.

 

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

Dan Mushalko’s professional life combined a short stint at NASA to a long ride in radio…with experiences often overlapping. Dan merges leadership, creativity, and science for people and organizations. The thread through it all: mixing creativity and leadership. Dan is a creative and innovative leader specializing in media management/leadership, creative concepts in audio, new communications technology, media analytics, creativity fostering and consulting, teaching, writing, and science.

Photo by Ian Panelo

 

Ethics Violation: A Practical Example on Gathering All the Facts

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This blog is provided by Rob Chesnut and is an excerpt adapted from his latest book, Intentional Integrity: How Smart Companies Can Lead an Ethical Revolution (St. Martin’s Press, 2020) and used with permission.  You can purchase his book here.  This blog is a companion to his interview on Innovating Leadership, Co-creating Our Future, Intentional Integrity: How Smart Companies Can Lead an Ethical Revolution which aired on 7/28/20.

 

The primary guidance I have for those who find themselves in a position of having to work out appropriate consequences is: put on your ethics goggles and be intentional. At every stage of this process, every leader involved should strive for fairness and honesty and be able to understand how decisions come across not just to those involved but to other employees.

Let’s work through a fictional example that will ground some of these ideas. Milo has spent the last year working as a logistics manager for a family-owned furniture company with 150 employees. The company has a code of ethics that includes a $100 limit on gifts. Milo’s administrative assistant, who is the nephew of the owner, mentioned to his uncle that Milo accepted a pair of Stanley Cup playoff tickets worth $500 from a shipping partner.

Clearly, Milo broke a rule.

The owner calls Milo’s manager and learns that Milo is an excellent employee who has never had any other complaint lodged against him. Next, the owner talks to Milo, who says he realizes that he was supposed to read the ethics statement but he never got around to it. He relates that at his last company, there was no policy about gift limits, so he did not think to check when the tickets arrived. He apologizes and appears genuinely upset to learn that he violated this rule. Not only was Milo contrite, he offered to call the vendor who gave him the tickets and reimburse the value.

Milo screwed up here, no question. He was careless . . . but, far as I can tell, not devious. Based on these facts, I’d probably advise the owner to give Milo a stern verbal warning. I’d be sure to say if he did this again, there would be serious consequences. I’d reinforce that he must read the code of ethics. I would remind Milo that he should not retaliate in any way against his admin, who had every right and arguably a duty to report his violation. If he’s already used the tickets, Milo probably should reimburse the shipper and explain that he made a mistake, in part so that the furniture company is not seen as a partner where high-value gifts are expected or appropriate.

This may seem lenient. The company has every right to “throw the book” at Milo . . . but he seems like a very good employee who made a mistake. Demonstrating compassion and thoughtfulness in this case might create an opportunity for the owner to remind everyone to reread the code of ethics, and thus prevent more problems. There is no mandated confidentiality involved in a verbal warning, and so Milo and his admin can talk about what happened, and others who might have questions can raise them as well.

So, let’s call that scenario one. Now, let’s alter the facts a bit.

What if Milo gets angry and defensive when asked about the tickets? What if Milo’s admin says that this is the third or fourth time the shipper has sent Milo tickets for a sporting event or a concert and that he has warned him several times that accepting the tickets is a violation of company policy? What if Milo’s manager says that Milo suggested the company shift more business to this shipper . . . just a few days after the shipper sent him the tickets?

In the second scenario, the results of the investigation suggest that Milo has engineered a relationship with the shipping partner that is a conflict of interest. So here we have two identical offense reports, but the details elevate the second scenario to a much more serious level. They may suggest a deliberate bribe by an employee of the shipper, and they may be significant enough to warrant terminating Milo immediately.

Wow, harsh. Terminating an employee can be catastrophic for that individual, and it can hobble a work team. It should never be done lightly, but some offenses, like sexual harassment or fraud or bribery, are so serious that once you have established that they occurred, you must act decisively and signal that this is unacceptable behavior.

As Milo’s example shows, the facts and details always matter. Intentions are important. Mistakes are different from premeditated acts. Investigations must be fair and full, approached objectively.

In the corporate world, disciplining an employee for a code violation is a necessary part of the integrity process. And I’ll be honest: it’s my least favorite part. While it’s fun and energizing to write a code of ethics and feel like you are shaping a great company where everyone will be proud to work, it can be infuriating, frustrating, and sad when someone violates that code. Sometimes people, for a wide variety of reasons, can make consequential mistakes that cost them their jobs, put their families’ financial stability in jeopardy, and create a permanent stain on their reputations—and the company’s as well. But you have to respond, or your code will have no credibility. You’ll fail as a leader, and the people who follow the rules will suffer.

Adapted from Intentional Integrity: How Smart Companies Can Lead an Ethical Revolution by Rob Chesnut (St. Martin’s Press, 2020).

 

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

Rob Chesnut is the Chief Ethics Officer at Airbnb, a role he took on in late 2019 after nearly four years as the company’s General Counsel. He previously led eBay’s North America legal team, where he founded the Internet’s first ecommerce person to person platform Trust and Safety team. He was the general counsel at Chegg, Inc. for nearly 6 years, and he served 14 years with the U.S. Justice Department.

Situational Mindsets Decoding Current Complexity

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This blog is provided by Mary Lippitt, author of Situational Mindsets: Targeting What Matters When It Matters. It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Situational Mindsets: Targeting What Matters When It Matters that aired on July 21st, 2020.

 

In our multifaceted and dynamic world, doing the right thing at the right time is difficult.  We cannot rely on our experiences to cope with new facts, realities, and challenges.  To fully understand all aspects of our situation we must practice mental agility and situational awareness.

Our extraordinary time mandates a systemic, disciplined, and rigorous analysis of current realities.  What we do not know can derail us.  Facts matter and point the way to successfully leverage change.

Situational Mindsets provide a foundation for wise decision making.  As we expand our point of view, we discover new solutions, spot potential barriers, and earn support.  Using this framework, leaders discover alternatives, weigh options, and set priorities.  The six mindsets examine all organizational drivers and prevent us from recklessly rushing into action in the name of being decisive.

As Obi-Wan Kenobi told us in Return of the Jedi, “You’re going to find that many of the truths we cling to depend greatly on our own point of view.”  Grappling with every aspect, prevents us from capitulating to superficial analysis and out dated assumptions.  Employing Mindsets yield creative and strategic insights essential to cope with precedent setting threats.  Each Mindset explores a key organizational aspect, including:

  • The Inventing Mindset examines opportunities for new products/services, creative designs, and new synergies.
  • The Catalyzing Mindset targets the customer, customer base, and building the organization’s brand.
  • The Developing Mindset supports seamless infrastructure, integrated systems, and effective policies.
  • The Performing Mindset improves processes, quality, workflow efficiencies, and profitability.
  • The Protecting Mindset develops talent, collaboration, agility, trust, and bench strength.
  • The Challenging Mindset evaluates challenges, trends, risks, and opportunities for sustained success.

Examining these mindsets counter our natural tendency to rely on past practice, register only confirming information, and accept limited alternatives.  While “keeping things simple” is tempting, easy answers spawn problems.  Addressing complex, interdependencies, and systemic challenges does not require an advanced degree, membership in Mensa, or a C suite title.  It merely entails adopting a proactive disciplined practice of inquiry to reveal solutions and potentially unpleasant surprises.  Consider our missteps with COVID.

The pandemic requires granular  and long term analysis.  Consider the unintended consequence of the $600 federal unemployment benefit.  The need was clear, but the problem of re-hiring furloughed lower wage workers who earned more on unemployment was unnoticed. Overlooking a mindset invites dangerous blind spots.

A Mindset approach to COVID would address:

  • Developing new treatments, medications, and vaccines. This Inventing Mindset offers innovation synergies to leverage existing resources and practices.
  • Targeting the needs of first responders and essential workers and rapidly responding to hot spots. This Catalyzing Mindset also focuses on enlisting resources, including volunteers and organizational support.
  • Improving hospital capacity, distributing PPE, preparing guidelines for government, and the public, sharing information, and setting goals. The Developing Mindset also clarifies goals, roles, and responsibilities.
  • Evaluating patient data, conducting testing, and measuring treatment effectiveness, and reallocating resources to address gaps. The Performing Mindset also examines impact, fine tunes staffing, budgetary impact, and quality.
  • Educating the public on compliance, providing for basic needs created by the virus, training contact tracers, and recognizing our essential workers. The Protecting Mindset also fosters trust, confidence, and community support.
  • Identifying emerging trends, testing assumptions, re-evaluating off-shoring of our medical equipment, and forecasting future episodes. The Challenging Mindset also examines the impact of demographic, economic, regulatory, and security challenges.

What we see on the surface is not all that counts.  We must go beyond our initial response to study complex realities, surface diverse viewpoints, and define implementable solutions. Effective leaders have shifted from thinking they have all the right answers to knowing that their role is to ask all the right questions.  Inquiry increases engagement and improves bottom-line results.

The founder of IBM, Thomas Watson, kept a sign on his desk that said: “Think.” He felt that analysis was crucial to the firm’s success and actually trademarked the word “THINK.” The connection between thinking and success continues. However, our approach to thinking must expand with a new emphasis on critical, creative, and strategic thinking.

Success is never final.  We must continually adjust to new realities.  Situational Mindsets clears the fog produced by complexity.  Mindsets reveal what has happened, what is happening, and what should happen.  It enables us to effectively leverage unprecedented 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, 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. Mary Lippitt founded Enterprise Management Ltd. thirty years ago to help leaders navigate today’s challenges, increase collaboration, and boost critical thinking.  Her new book is Situational Mindsets: Targeting What Matters When It Matters.  You can contact her at mlippitt@enterprisemgt.com.

 

Innovating Leadership, Co-creating Our Future Celebrates 5 Years!!

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Five years…what can happen in five years?  In a human, we go from our first breath and utterly dependent on our parents to walking, talking, feeding, and dressing ourselves and ready to begin our educational journey.  In later years, most people complete an academic degree in less than five years.  In cell phone terms, in five years Apple released five new generations of iPhones.  A lot can happen in five years.

To look back on the last five years and remember all the interviews conducted on our Voice America show takes us on a journey of much reflection and gratitude.  The show has been blessed by so many wonderful guests, those who are inspired speakers, brilliant academics, talented authors, and passionate leaders.  We are grateful that every one of them took the time to share their message for our listeners!  And to our listeners, thank you for supporting the show!  We understand your lives are busy, and you expect the highest quality conversation and insight from our host, Maureen, and our guests. We have now reached over half a million listens!  What a milestone! Only made possible by you trusting us with your time and interest.  Thank you! Together we hope to work with leaders to co-create a thriving future and elevate the quality of leadership across the world.

In honor of that five-year anniversary, this week’s blog is a recap of the top 10 all-time shows.

All-Time Top Ten Shows List:

  1. THE MIND OF THE LEADER: Driving Extraordinary Results with Jacqueline Carter, an International Partner and North American Director for Potential Project aired on 05/28/2018.

$46 billion a year is spent on leadership training, but a recent Gallup survey showed that 82 percent of employees find their leaders “uninspiring.” Why the gap? Because most leadership development focuses on outward skills like strategy, people management, and finance. Instead, new research shows that leadership should start inward with the mind. THE MIND OF THE LEADER: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results by Rasmus Hougaard and Jacqueline Carter reveals how leaders can lead themselves, their people, and their organizations by training their minds. The authors found that three mental qualities are essential to becoming effective leaders. Leaders must be mindful (being present and attentive to their people’s needs), selfless (to model cultures based on growth and learning instead of ego), and compassionate (show their people they have their back).

  1. Is There Such a Thing as a ‘Level 5″/Teal Organization? with Terri O’Fallon, co-founder of STAGES International, aired on 5/2/2017.

In complex adaptive systems, those required to meet many of the challenges we currently face, leaders and organizations need to co-evolve to ensure their ability to respond to the opportunities and challenges. During this conversation, Terri and Maureen explore how individuals and organizations evolve. It starts with the question of how individuals “grow up” as leaders. They then map this same framework to exploring how organizations evolve. Terri presents a brief overview of the STAGES model, using it to frame to conversation about how a developmental model can be used to better understand the idea of organizational evolution. This is particularly useful when individuals use the developmental tools they employ for their development to help the organization mature. While this sounds like even more work for busy leaders, this is the focus that enables them to create truly adaptive systems.

  1. Why Digital Transformations Fail? with Tony Saldanha, former Procter & Gamble VP of Global Business Services, aired on 8/20/2019.

Digital transformations can be made routinely successful and are 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 comes down to the details. The lack of clear goals and having a disciplined process for achieving them is what leads to the failure of digital transformations. Tony Saldanha joined Maureen to discuss his new book, “Why Digital Transformations Fail.”

  1. A Case Study of Doing Well by Doing Good: The Internet Backpack with Dr. Dale Meyerrose, President and Board Chairman of Imcon International and a retired Major General in the United States Air Force, aired on 10/2/2018.

We have been hearing about the topic of doing well by doing good for a few years. Should tech leaders adopt this concept to reevaluate how they do business? If so, why would they? How would they? To take the question further, what accountability (if any) do leaders have for the uses of their products and services? During this conversation, Dale and Maureen will discuss the questions posed above and a project Dale has been involved with where Imcon International Inc., the developer of the Internet Backpack, a remote connectivity solution that allows users to communicate from almost every location on the planet, the School of Information Studies (iSchool) at Syracuse University and the Republic of Liberia will collaborate on a far reaching project that will digitally transform Liberia by increasing the nation’s current internet penetration of about 7% to 40% by 2021. This project is a strong example to illustrate how technology leaders can solve global challenges.

  1. Leveraging Technology to Deepen Human Performance with Brian Ferguson, founder and CEO at Arena Labs, aired 6/12/2018.

The greatest story of the 21st century is not technology, but how technology will be used as a tool for deepening the levels of human potential. Brian talks about his work leveraging the most proven performers, time-honored principles, and cutting-edge technology to develop unique performance solutions for a wide range of “arenas”  – from medicine to agriculture. He discusses the following questions? 1. Why has “innovation” become such a buzzword in recent years? 2. What trends are you focusing on, and how do they impact organizations and leaders? 3. What is the archetype of a leader who is effective in a world of dramatic change and dynamism? 4. Why is “human potential” such a powerful concept in today’s global environment? 5. What challenges do all modern leaders face? 6. What is the most important trait of today’s leaders? 7. What are “The First Principles of High Performance” 8. How does technology serve leaders and make for more high performing teams? What is singularity?

  1. Nationwide’s Journey to Build a Culture of Innovation and Continuous Learning with Guru Vasudeva, CIO of Nationwide Insurance, aired on 4/18/2017.

As a CIO with Nationwide Insurance, Guru shares his experience changing the culture of IT to accomplish its mission. He discusses what they are doing to build a culture of continuous learning and innovation as they continue to expand the scale of their agile and lean roll-out. Guru shares how the implementation has evolved since it was initiated in 2009. He compares how they began their journey and what they are doing now to continue to expand the scale as well as continue to evolve the leadership behaviors, mindset, and organizational culture. He will discuss specific examples of how they have shifted how leaders behave and think about their work as leaders. Additionally, he explores several specific steps they have taken to expand their culture of learning, including what is taught, who teaches, and how the team self manages their own learning choices.

  1. CIO Perspective – Building Toward the “C” Suite with Angelo Mazzocco, President, and CEO at 3SG Plus, aired on 11/24/2015.

Angelo Mazzocco joins Maureen to talk about his keys to success. He has the rare distinction of being both CEO and CIO, so he has a perspective on leadership from both roles. He is also a true thought leader in our community. He has been a university adjunct faculty and facilitates a large CIO forum and CIO Tomorrow conference. He is the go to guy for many leaders in our community and beyond. He shares his insights and growth path very candidly. He talks about his fears and motivations for growth in a manner executives rarely share.

3. A CIO Story of Leadership: Maria Urani – NetJets with Maria Urani, former CIO of NetJets, aired on 8/14/2018.

Leaders follow many paths to success – in a time of varying role models for exceptional leadership, Maria talks about how she developed over her career. She shares her values, her path to CIO, role models and the art of leadership. Many people develop visions but living them is the art. Maria talks about how she puts her values into action to create a positive workplace, excellent results, and strong successors.

  1. Should IT Executive Share Their “Soft Side?” with David White, CIO at Battelle, aired on 7/17/2018.

As an IT Leader and someone who works in technology, David White talks about why the soft side of what we do is a significant contributor to success. As technology leaders, we need a diverse set of skills, including a heavy dose of soft skills to be highly successful business leaders beyond our technical skills. These skills range from awareness and management or our mood, an ability to be present and focused, and skilled in establishing and managing a positive culture where a broad range of perspectives can be explored and synthesized. This is a new type of management and requires new skills. Battelle is working to ensure their culture and their leaders are prepared with the soft skills and culture to thrive and maintain agility as they lead in integrating new technology into companies and the US government. David also shares his perspective on his career path and the importance of seeking mentoring and being a mentor.

  1. Ron Heifetz on Adaptive Leadership and His Journey with Ron Heifetz, founder of the Center for Public Leadership and is the King Hussein bin Talal Senior Lecturer in Public Leadership at Harvard Kennedy School, aired on 12/6/2016.

In times of change, people often try to hold onto the values of their culture that have had personal meaning and significance to them. When dominant cultures are confronted with stresses such as immigrants, they are called to examine their values and often required to take on very difficult integrative work. The leadership required must point out values such as we stand for freedom and respect for all people, and our policy does not align with what we say we stand for. How do we make space for this evolution? What are the “gives” and “gets” required to evolve cultures? How can we hold steady to our cultural DNA and still evolve? In nature, when an organism adapts, it builds on its old capacity and generates radically new functionality. Ron suggested that “God didn’t do zero-based budgeting in evolution.” We honor our past and, at the same time, determine what can we release.

Thank you again, to our guests and our listeners!  We hope as we journey together, we can make this world a better place by equipping leaders and co-creating our future.

 

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.

Photo by StockSnap–894430

Continued Innovation During the COVID-19 Pandemic: Experian DataLabs

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This blog is provided by Eric Haller, Executive Vice President of Experian DataLabs. Eric shares the programs and resources Experian is innovating to make a difference in the fight against the pandemic.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Disruption and Innovation in the Credit Industry that aired on July 7th, 2020.

 

At Experian, we’re dedicated to innovation and the COVID-19 pandemic has been an impetus for further innovation. Our driving force of successful innovation is our employees. We foster a culture of continuous innovation, from the way we work to the solutions we create.

Global Hackathon 

As part of our effort to mitigate the impact of the pandemic, we’re launching Experian’s first-ever Global Hackathon. Taking place between June 1 and 5, we’ve invited all our employees to get involved and connect, share knowledge and find new ways to help our clients and consumers on the road to recovery from the COVID-19 pandemic.

Mitigating COVID-19 Crisis Through Our Innovations 

In addition to the Global Hackathon, we’ve committed vast resources to develop innovative technologies and new sources of data and analytics to drive solutions that help people, businesses and society at large.

For example, to aid in the United States re-opening efforts, Experian has made available a free interactive U.S. map showing populations at-risk of being most susceptible to developing severe cases of COVID-19. The Experian COVID-19 Outlook and Response Evaluator (CORE) tool is intended to help guide healthcare organizations and government agencies as they plan for COVID-19 recovery in the months ahead. The map leverages de-identified data such as pre-existing conditions and social determinants of health to form a comprehensive picture that predicts possible pandemic impact on communities.

To help essential organizations during the pandemic, Experian also created At-Risk Audiences, which leverage our data assets to identify groups of individuals that are most likely to be impacted. These new privacy-compliant segments, offered free of charge, are designed to help these organizations find and communicate with at-risk populations, enabling them to deliver essential services as quickly as possible.

In the UK, we’re working side–by–side with the government. As part of this, we’re building models to help predict how this disease will spread in local populations and predict the effectiveness of various treatment therapies.

In Brazil, we’ve organized a coalition of universities, data companies and technology leaders to launch Covid Radar with the purpose of working together to minimize the impacts generated by the COVID-19 pandemic and contribute to the recovery of Brazil’s economy. The Covid Radar integrates companies to the hospitals and communities that need donations of ventilators, personal protection equipment, or other supplies.  In addition to providing case monitoring and disease forecasting.

The COVID-19 crisis has forced innovation and change on a scale and pace we wouldn’t normally see. We remain relentlessly focused on helping vulnerable communities, strengthening the resilience of businesses, and playing an important role in helping consumers and the world economy get back to strength. As part of our global innovation program, we’re hosting a global hackathon to help our employees create new ways to help our clients and consumers on the road to recovery from the COVID-19 pandemic.

As one of the world’s most innovative companies, we’re doing everything at Experian we can to provide our unique insights back to key stakeholders so they can prioritize help those who need it most urgently.

 

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

Eric Haller is the Executive Vice President and Global Head of Experian DataLabs. Experian DataLabs is responsible for developing innovative products generated from break-through experimentation leveraging artificial intelligence and data assets from a variety of sources.  He led the creation of labs in the US, UK & Brazil that support research & development initiatives across the Experian enterprise.  Prior to Experian, Eric was responsible for new products with Sequoia Capital backed Green Dot.  Eric also co-founded identity fraud detection business iDawg which was later renamed ID Analytics.  ID Analytics was acquired by LifeLock which is now part of Symantec.  Other roles held by Eric includes Chief Marketing Officer of the first publicly traded machine learning company and executive roles with Visa & MasterCard.

Photo by Kaique Rocha