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The Mind of a Leader: How to Lead Yourself, Your People and Your Organization

This guest post is an excerpt from The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results by Rasmus Hougaard and Jacqueline Carter. It is the companion to the Voice America Interview with Jacqueline Carter, The Mind of The Leader, Driving Extraordinary Results.

During the summer of 2015, Pierre Nanterme, Accenture’s CEO, announced that the global professional services company would reimagine its performance management system. The company found that after decades of serving its purpose, the system had become massively demotivating. Accenture’s global workforce had changed. Their people— and your people— are not motivated by being a number on a performance rating scale. Rather, today’s workforce is increasingly looking for meaning, human connectedness, true happiness, and a desire to contribute positively to the world. Nanterme and his leadership team realized Accenture needed a better way to lead for these foundational human desires and better engage their 425,000-plus employees— to speak to their intrinsic motivation.

Accenture is no outlier. A global movement is taking place in the C- suites of thousands of progressive organizations like Marriott, Starbucks, and LinkedIn. The question the leaders of these organizations ask themselves is, “How can we create more human leadership and people- centered cultures where employees and leaders are more fulfilled and more fully engaged?”

As human beings, we are all driven by basic needs for meaning, happiness, human connectedness, and a desire to contribute positively to society. That’s true whether we’re at home, out in the world, or at work. But it’s one thing to realize this and another to act on it. Speaking to our people’s intrinsic motivation calls for leadership and organizations that cater to these desires. It is something that forward- thinking organizations and leaders are increasingly realizing and addressing. As Javier Pladevall, CEO of Audi Volkswagen, Spain, reflected in our conversation: “Leadership today is about unlearning management and relearning being human.” (1)

THE MIND OF THE LEADER

The Mind of the Leader provides a way to do this. It outlines how leaders can lead themselves, their people, and their organizations to unlock intrinsic motivation, create real people- centered cultures, and ultimately deliver extraordinary results.

How important is the message of this book? Consider this: In a 2016 McKinsey & Company study of more than fifty- two thousand managers, 86 percent rated themselves as inspiring and good role models (2). But this stands in stark contrast to how employees perceive their leaders. A 2016 Gallup engagement survey found that 82 percent of employees see their leaders as fundamentally uninspiring. In fact, the same survey found that only 13 percent of the global workforce is engaged, while 24 percent are actively disengaged (3).

This seeming lack of good leadership is not because of a lack of effort. According to a recent report, organizations around the globe invest approximately $46 billion annually on leadership development programs. (4)

That’s a lot of money for seemingly little return. What is going wrong? In part, the system is broken: According to research by Dacher Keltner, professor of psychology at University of California, Berkeley, when many leaders start to feel powerful, their more benevolent qualities start to decline.

Corporate leaders are three times more likely than lower- level employees to interrupt coworkers, multitask during meetings, raise their voices, and say insulting things. He also found that leaders are more likely than other people to engage in rude, selfish, and unethical behavior. (5)

None of this is going to speak to the intrinsic motivation that we all share. While the $46 billion spent on leadership training might improve leaders’ effectiveness— at least in a strictly business sense of focusing on the bottom line— something more is needed: Leadership that truly engages employees, leadership that is truly human and speaks to the basic human needs any employee has.

And it starts in the mind of the leader. Leadership pioneer Peter Drucker said, “You cannot manage other people unless you manage yourself first,” (6). If this is true, the majority of leadership education and training programs have it backward. Most leadership education starts with skills like strategy, people management, and finance. But from Drucker’s point of view, this approach starts at the end and misses the beginning: it’s like building a house by starting with the roof.

Like Drucker, we argue that leadership starts with yourself. More specifically, it starts in your mind. By understanding how your mind works, you can lead yourself effectively. By understanding and leading yourself effectively, you can understand others and be able to lead them more effectively.

And by understanding and leading others more effectively, you can understand and lead your organization more effectively— and by “more effectively,” we mean in a way that’s going to tap into your own and your people’s intrinsic motivations and sense of purpose. If you’re able to do that— and we have witnessed that with practice and persistence, anyone can— you’ll have a more engaged and productive workforce. And perhaps more importantly, you’ll be part of creating more happiness, stronger human connectedness, and better social cohesion within and beyond your organization.

For over a decade, we and our colleagues at Potential Project have trained tens of thousands of leaders in hundreds of companies like Microsoft, LEGO, Danone, and Accenture, utilizing the practice of mindfulness. The outcomes have been thoroughly researched and proven to deliver remarkable results. But with the emerging movement of employees looking for more meaning, happiness, and connectedness, we have asked ourselves what else leaders need for leading themselves, their people, and their organizations for extraordinary results.

As part of this research, we and our research team have surveyed and assessed more than thirty thousand leaders from thousands of companies in more than a hundred countries. We have conducted in- depth interviews with hundreds of C- suite executives. And we have reviewed thousands of studies on leadership in the fields of neuroscience, leadership, organizational development, and psychology.

Based on this research, we have conclusively found that three mental qualities stand out as being foundational for leaders today: mindfulness (M), selflessness (S), and compassion (C). Together, we call these foundational skills MSC leadership.

So how do you as a leader achieve MSC leadership, to better engage your people at their intrinsic level and unleash better performance? By applying mindfulness, selflessness, and compassion first to yourself, then to your people, and then to your organization The Mind of the Leader takes you step by step through this process.

Since MSC leadership begins inwardly, with your own mind, and then projects outward to your people and your organization, the book is structured to take you on that journey. By understanding yourself— your mind— you can lead yourself effectively. By leading yourself, you’ll be able to lead others effectively. And by leading others, you can better lead your organization. This is the overarching structure of the book.

Please check out the interview with Jacqueline giving more in-depth information about the Mind of the Leader and MSC leadership.

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

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

About Jacqueline Carter book co-author and radio show guest

Jacqueline Carter is an International Partner and North American Director for Potential Project. She has over twenty years of experience working with organizations around the globe to enhance effectiveness and improve performance. Jacqueline is a regular contributor to business publications including Harvard Business Review, and is a sought-after speaker for her thought leadership, knowledge, and engaging facilitation skills. She holds a master’s degree in organizational behavior and undergraduate degrees in labor management relations and mathematics. Before joining Potential Project Jacqueline held a number of senior leadership roles. She also worked for Deloitte in the US, Canada and Australia in their Change Leadership practice.

References:

  1. Unless otherwise noted, quotations in this book are from our interviews conducted between September 2016 and June 2017.
  2. M. Bazigos and E. Caruso, “Why Frontline Workers Are Disengaged,” McKinsey Quarterly , March 2016, http://www.mckinsey.com/business-functions/organization/our-insights/why- frontline- workers- are- disengaged.
  3. B. Rigoni and B. Nelson, “Do Employees Really Know What’s Expected of Them?” Business Journal , September 27, 2016, http://www.gallup.com/businessjournal/195803/employees – really- know- expected.aspx?g_source=EMPLOYEE_ENGAGEMENT&g_medium=topic&g_campaign=tiles.
  4. B. Carroll, R. Singaraju, and E. Park, Corporate Learning Factbook 2015: Benchmarks, Trends, and Analysis of the U.S. Training Market , Bersin by Deloitte, August 8, 2015, https://www.bersin.com/Login.aspx?p=http://bersinone.bersin.com/resources/research/?docid=19202&h=1.
  5. J. C. Magee et al., “Leadership and the Psychology of Power,” in The Psychology of Leadership: New Perspectives and Research , ed. D. M. Messick and R. M. Kramer (Mahwah, NJ: Lawrence Erlbaum Associates, 2005).
  6. P. Drucker, “Managing Oneself,” in The Drucker Lectures: Essential

Introspection Is Foundational for Effective Global Leadership

This blog a companion to the Voice America Interview on “Innovative Leaders Driving Thriving Organizations” with Jeroen van der Veer and Cynthia Cherrey, PhD on March 27, 2018, Nexus of Leadership and Practice: Royal Dutch Shell and International Leadership Association.  The following is an excerpt from the International Book Award Winning, Innovative Leadership Workbook for Global Leaders by Maureen Metcalf, Steve Terrell PhD, and Ben Mitchell.

The national economies of the world have grown to be so integrated and interdependent over the past twenty-five years that a significant number of companies operate today as if the entire world were a single market or entity, comprising many different, interconnected sub-markets, and crossing borders, cultures, time zones, and languages. This high degree of interconnectedness or globalization, brought about through the impact and use of technology, melds with the chaos and continuous change of today’s business environment to create a highly dynamic, complex, borderless, multicultural context within which businesses must learn to operate, or suffer the undesirable consequences of being left behind. Organizations must find constructive ways to adapt to survive, and the most adaptable organizations will be best positioned to explore all possibilities and to respond with innovative solutions to the complex challenges they face.

Organizations are discovering that globalization demands that leaders master different skills than were required in the past. The world is increasingly characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), and global leaders need new competencies that enable them to respond accordingly. Global leaders deal with intricacies that differ significantly from non-global contexts and must demonstrate cultural adaptability and sensitivity. Yet, many organizations are finding that their supply of global leaders, or even individuals with the potential to become global leaders, does not match the demand. In today’s world, the race is not won by the swift, strong, or smart—the race goes to the most adaptable, those who learn from experience and co-evolve with the complex adaptive systems within which they work and live.

Leadership plays a critical role in an organization’s long-term success, and innovation has become a strategic necessity in today’s business environment. In short, global leadership and innovation have a greater impact today than ever before. Despite the volume of resources exploring both leadership and innovation, most approaches provide directional solutions that are merely anecdotal and lack sufficient information to allow leaders to make measurable change. Add to this equation the importance of developing global skills, and leaders face an even greater challenge. Technology and increased access to information continue to accelerate the pace of business and of change and organizations are often too overrun with change to handle the torrent of emerging demands.

Questions on how to lead and where to innovate remain puzzlingly philosophically: What is the role of global leadership in a time of looming uncertainty? How will organizations innovate to overcome challenges that are largely unprecedented? In a new climate of business, is there a formula for creating success in both areas?

Becoming a better global leader and optimizing innovation jointly hinge on your ability, as a leader, to authentically examine your own inner makeup and diligently address some challenging limitations. Leadership innovation happens naturally and can be accelerated through the use of a structured processes involving your own self-exploration, allowing you to authentically enhance your leadership beyond tactical execution.

Despite their collective value, many conventional applications of leadership and innovation have often proven elusive and even problematic in real-world scenarios. For example, if the leadership team of a struggling organization drives initiatives that focus solely on making innovative changes to incentives, products, and services, without also advancing strategic purpose, culture, and team cohesiveness, they will ultimately miss the greater potential to create a comprehensive turn- around in the organization. Productivity and system improvements are undoubtedly critical, but how employees make sense of their work experience is equally vital to team engagement and commitment. Innovating products and improving functionality—without also creating a better and more meaningful team environment, or a more supportive organizational culture—often appears to pay off in the short term, yet produces lopsided decision-making and shortsighted leadership that create lasting adverse consequences.

Knowing that the future of organizations is irrevocably tied to a world of erratic change, we can no longer afford to improve our systems and offerings without equally advancing our leadership capacity. Leadership empathy and the ability to inspire cultural alignment, along with other important leadership activities, will make a significant impact on your organization and must be implemented as shrewdly as is strategic planning.

Combining global leadership with innovation, then, requires you to transform the way you perceive yourself, others, and your business. By earnestly looking at your own experience—including motivations, inclinations, interpersonal skills, and proficiencies—you can optimize your effectiveness in the current dynamic environment. Through reflection, you learn to balance the hard skills you have acquired through experience with the meaningful introspection attained through deep examination— all the while setting the stage for further growth. In essence, you discover how to strategically and tactically innovate leadership the same way you innovate in other aspects of your business.

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

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

About the Author

Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

10 Disruptive Leadership Trends for 2018

This post is the companion to a Voice America interview with Tracy Wilen, researcher and speaker on the impact of technology on society, work, and careers on VoiceAmerica “Innovative Leaders Driving Thriving Organizations” Digital Disruption: The future of Work, Skills and Leadership airing on April 17, 2018.

The world is in disruption! You are at the forefront of change. Increasingly, everything we do is impacted by technology from how we communicate with others, connect at work, learn at school, and live our lives. As technology continues to seep into our lives we become accustomed to it and dependent on it, putting pressure on workplace leaders, education systems, and even ourselves to rethink how we approach this divergent world of work, leadership, lifelong learning, skill development, and careers. The

continuing accelerated pace of technology and competitive forces is causing workplace environments to become more technical, diverse, and in need of leaders who understand how to deal with disruption.

This new landscape requires contemporary styles of leadership and new techniques for managing organizations. Today, there are unique pressures on company leaders, workers, and educators to change the ways they prepare and plan for modern-day jobs and careers. This interview and Tracey’s book, Digital Disruption: The Future of Work, Skills, Leadership, Education and Careers in a Digital World, offer educators, executives, and students a fresh approach for how to navigate the future to ensure success. They cover the key forces impacting the future of work, industries, leadership styles, skills, and education with a focus on how to remain relevant in an ever-increasingly complex digital world.

Here are the 10 disruptive predictions for 2018.

  1. Disrupted Society. Society is hyper‐connected, dependent and, in some cases, addicted to continuously being “connected.” And the expectation is that this will be increasingly the case. If you sleep with your phone, panic if it is missing, text numerous times a day, have numerous apps you use daily, frequently post selfies on social media, and buy most items on‐line, and are an Amazon prime member, it is a seamless part of your life. This is you.

 

  1. Disrupted Work. There are many shifts in the work place. One is extreme longevity, meaning many people will work 60 years to afford to retire. This also means a multi‐generational workforce. How we work together will need to change, in addition to how many years we work.

 

  1. Disrupted industry. We often hear about Uber, Air BNB and Amazon. Traditional industries are being disrupted at an accelerated rate. It is imperative that leaders pay attention to not only their industry but also those tangentially connected to monitor trends—and anticipate the impacts they will have on you.

 

  1. Disruptive Leadership. If work and industry are disrupted, do we need disruptive leaders? To compete, leadership needs to change because a VUCA (Volatile, Uncertain, Complex and Ambiguous) world requires new kinds of leaders.

 

  1. Women as disruptive leaders. Women are Corporate America’s killer app. Women are skilled, educated, have modern-day leadership skills, collaborate, trust, see the big picture, promote employee engagement, and have in-demand skills.

 

  1. Disruptive Diversity. Diversity is strategic for disruption. Innovation and diversity go hand-in- hand invest in 2018. Delivering products and services to a diverse customer base means having a diverse design team and workforce.

 

  1. Disrupted Careers. With all the changes to work and industry, jobs will most certainly change. It is important to keep current with technology, make lateral moves and continually build skills.

 

  1. Disruptive skills. Everyone will need additional and new skills, for some people, Social Intelligence will need to increase, in a digital world. Do you see how you are perceived as a leader or team mate? Can you read the room and get a feel for what people think of you? Others will need to increase their ability to make sense of the increasing volume of data and turn the insights into action.

 

  1. Disrupted Education. Education must supply the world with capable people who can work, think and be relevant in the digital world they will work in. Integrated work and learning strategies is a path many colleges are taking with employer Internships, apprenticeships, job shadowing, and summer jobs.

 

  1. Disrupted selves. Are you taking time for a “career selfie”? Have you mapped out your career trajectory? Do you collect data and review your progress on a regular basis? If not, you are likely to be missing opportunities to make the series of small changes that will keep you current and relevant.

Disruption is on top of everyone’s mind. As technology rapidly accelerates, so does fear of the future. People are worrying about the impact of future technologies on our lives, how we lead firms in the digital era, our personal careers, and future jobs. Some people are tackling this head on and some are somewhat resistant or frozen in their track because the newness and pace of change. What are you doing in each of these areas to ensure you manage the disruption rather than being disrupted?

About the author

Dr. Tracey Wilen is a researcher and speaker on the impact of technology on society, work, leadership, education, and careers. A former visiting scholar at Stanford University, she has held leadership positions at Apple, HP, and Cisco Systems. She was an adjunct professor at several Bay Area colleges, teaching classes in business, technology, and women’s workforce topics. Dr. Wilen has authored or co-authored twelve books including Employed for Life (2014), Women Lead (2013) and Society 3.0 (2012). She has appeared on CNN, Fox, and CBS News and is a regular guest on radio and TV shows across the US as an expert contributor. Dr. Wilen was honored by the San Francisco Business Times as the Most Influential Woman in Bay Area Business.

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

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

Complexity-Aware Thinking is Ready for Prime Time

This blog is a guest post and companion to the Voice America Interview on “Innovative Leaders Driving Thriving Organizations” with Christopher Cooke and Sheila Cooke on October 17, 2017, Navigating the holistic Worldview Membrane.

The Netflix series, “Designated Survivor”, offers a refreshing story about a president who is able to manage incredibly difficult circumstances.

In the TV series, low-level cabinet member Tom Kirkman unexpectedly becomes president after a devastating attack on Washington, D.C. He gets in by emergency protocol because he was named “designated survivor”. In the conspiracy, his forced selection is intended to lead to social failure, making way for dictatorial takeover. Yet against all odds, he and his administration lead with aplomb.

Why? Because his thinking is different – he values civility and all life. He envisions novel solutions that work. He engenders flexible and creative thinking in others. He is unafraid of disturbing the status quo. Yes, it is fiction, but the fact that a TV scriptwriter could conjure this story tells us a new way of thinking is emergent and ready for prime time.

What’s really going on in this TV series?

It’s about the emergence of our species. Humans are continuously co-evolving with their life conditions. As the world complexifies, new capacities emerge, or not. This is what we define as human emergence.

Today’s life conditions are testing the limits of the adaptive capacities of all life forms, not just human. Earth is fragile. Society is fragile. Threats of nuclear war, the ever-widening income gap, and the sixth mass extinction challenge every basic assumption.

Surviving such complexity is challenging, and we offer a simple principle:

Be and act at least a half-step ahead of the life conditions.

“A half-step ahead” refers to the capacity to look back in from the balcony to discern what’s really going on, to flexibly morph and fit oneself to the circumstances, to lead from a strong sense of purpose that is aligned with all life. Such an individual can suss out trouble, navigate obstacles, and make quality decisions that impact positively on all life.

As long as old ways of thinking remain entrenched, latent complexity-aware capacities are unable to be released within an individual or society. Simply becoming aware that our development is not yet finished, and that more is possible, stimulates the legitimacy and utilisation of new ways and means.

How can one support one’s own emergence, or that of another?

It is possible to learn how to stimulate human emergence by using research instruments, such as those offered by 5 Deep Vital Signs. These instruments hold a mirror up to the individual or to the organisation, to reveal patterns of thinking that cannot be discovered through self-examination.

The next big wave of human emergence can only happen volitionally. In other words, we need to wilfully seek it. It is like deliberately rubbing your own magic lamp to call out your inner genie, the hidden treasure inside.

About the Authors

Christopher Cooke: (MSc. B.A. FellowRSA) Is the founder and a lead consultant for 5 deep. He is an international senior manager, consultant, coach, confidante, counsellor, therapist, trainer and qualified engineer, with over 28 years’ experience in pioneering and supporting personal and organizational change. He is focused on the release of latent human capacities to navigate gracefully through complexity, innovation and change. Christopher has become a leading figure in the practical demonstration of The Graves Technology, Spiral Dynamics, and Integral Theory since 1997. His commitment and focus has seen application in as many contexts as possible.

Sheila Cooke (MBA, B.A.) is a Director and lead consultant for 5 Deep. With over 20 years experience in leading international business, Sheila specializes as a designer and trainer of virtual and face-to-face collaboration processes that build resilience and adaptability within organizations to lead through complexity, by building capacity for self-organization. She leads Land and Livestock Management for Life (an operating division within 5Deep) which is part of the Savory Institute Network.

Check out the following link CLICK HERE to learn about the current virtual training offerings and products from 5 Deep.

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

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

Leading in Turbulent Times: What are International Leaders Saying?

As I write this article, I’m excited to reflect on the 2017 ILA global conference theme, Leadership in Turbulent Times, and share wisdom gleaned from 12 Voice America interviews I conducted in Brussels at the conference last October. This is the second year I have interviewed keynote presenters, top speakers, political leaders, board members, and organizers in the role of media partner. The interviews resulting from this collaboration began airing  January 9, 2018: Leaders Building on A Moral Purpose to Create A Just World with Jorrit Volkers, Dean Deloitte University EMEA and George Papandreou, Former Prime Minister of Greece. See full list of interviews with links at the end of this post.

With a necessary focus right now on terrorist attacks and geopolitical instability across continents, and with the increase of populism as well as the impact of the rapid pace of technological advances, the logical theme of the conference was “Leadership in Turbulent Times.” It sounds ominous, right? The word turbulence typically creates anxiety and fear because it is never associated with something promising or hopeful. It is defined as conflict, confusion, and unsteady movement. I’d like, however, to offer a new way to think about turbulence. Change is never a result of stagnation, and only by churning ideas and challenging old schemata can we evolve. Turbulence, therefore, offers new opportunities across a broad range of sectors. While the challenges are more complex, and the world feels less safe, we have greater opportunities to make positive change than at any other time in recent history.

Turbulence is an ongoing condition to be managed, not a problem to be solved. Here is a summary of my key take-aways from presentations, conversations, and twelve hours of interviews I conducted for VoiceAmerica.

  1. Leadership is an interplay between our individual purpose and values, our behaviors, organizational culture, and systems and processes. It requires continual adjustment to maintain alignment between all four elements, an adjustment that is akin to a finely choreographed dance. It is ongoing and requires continuous attention and expertise. All aspects of the dance start with leadership having a self-awareness of purpose and values. This self-awareness provides the inner compass from which the leader leads the organization.
  2. Purpose and self-awareness are the foundation of effective leadership. Self-awareness is not an activity to accomplish once. It is a practice to be done regularly and routinely. When asked, most people want to make the world better than they found it. Leaders who can translate this sense of purpose into their unique commitment to action in the world are more effective as leaders because they have a North Star to guide their actions. When they share this purpose with those they lead, they build trust and inspire commitment.
  3. Reflection takes time—and it is a requirement. Reflection and meditation provide a physiological advantage by impacting the neural network in your brain. One of the precepts of self-awareness is the “moment of awareness” when we take a deep breath, pause, and ask ourselves what outcome we want in a moment. This brief pause allows us to be fully present and clear before we take our next step. The ability to pause and reflect, for a moment or longer, allows leaders to stay centered and grounded in times of high pressure.
  4. Leaders have many roles, including chief culture officer. Culture leaders are akin to musical conductors. Through their actions and attitude, they set the tone of the organization and the underlying agreements supporting that tone. In doing so, leaders create the culture in organizations that supports the purpose and values they claim to hold. Organizations living their purpose do not show it in a poster on the wall but through the underlying rhythm and music of a strong dance performance. The conductor becomes the music that inspires, sets the tempo and tone, and informs action. If the rhythm changes, so do the movements of the dancers. A strong culture offers a competitive advantage and makes successful organizations hard or impossible to emulate. One recommendation I heard repeatedly is that leaders need to create a culture of openness and safety. Awareness of the culture provides leaders with multiple perspectives so that they can adjust quickly to changes in the environment.
  5. Leaders need to inspire followership and know when to follow. Leaders are those formally recognized for their leadership role, some of them have the title of leader and others do not. We rarely talk about leaders as followers. Most leaders report to someone including boards of directors. Leaders need to learn to both lead and follow. They also need to teach those who follow them how they would like to be followed. Back to the metaphor of the dance, each dancer is different, the interplay between different leaders and followers is unique even with the same music. Another topic generally not discussed, but highlighted at this conference, is the idea of ethical dissent — when we chose not to follow and how we courageously hold our leaders accountable.
  6. People want to perform effectively. Organizational systems need to support peoples’ positive intentions and skills. Spend less time creating systems to weed out shirkers and poor performers and more time creating a culture that enables people with purpose to do the work that fulfills them and that concurrently serves the organization’s mission and success.
  7. Teams have become far more important in the current environment. Effective teams are based on the members’ ability to communicate effectively, often across the globe. A key factor in effective team interactions is building relationships with individuals. This is best done in person and, then, can be sustained remotely. There is no substitute for strong relationships when navigating complex work.
  8. Effective communication and learning organizations have become more important with the complexity of the challenges and geographic dispersion of teams. Communication requires both strong listening skills and the ability to speak simply and concisely, including attending to conflict and complexity when necessary. It also means unflinching accountability. Leaders must be accountable for their role when problems arise, and look forward with vision of the future rather than looking back and fault finding. It is important to learn from challenges and mistakes and remain agile in the face of ongoing change. Vision forward and data analysis backward creates learning organizations.
  9. Organizations must align their purpose with that of the stakeholders within as well as with clients, and the local and global community. Making a profit is the fuel for company survival, but it is not the fuel to thrive. Companies must find the intersection between company success and social action in order to make a positive profit while, at the same time, making a positive social impact. John Heiser, the President & Chief Operating Officer of Magnetrol International, gave a beautiful example of hiring autistic adults to perform tasks for which they are best qualified. This approach allows the company to attract and retain people whose skills match their jobs as well as provide meaningful work for people in the community who often don’t find opportunities. He gave several examples of how companies could align their interests with those of the community.
  10. Global peace and security depend on recognizing our innate nature to be peaceful. When we follow our true nature, we are peaceful beings. Conference presenters and attendees I interacted with talked about the intersection of creating individual conditions in which people can express their inner goodness and, at the same time, create cultures and systems that promote peaceful work and lives.

I left the conversations feeling hopeful that compassionate, wise, and highly-successful academics, executives, politicians, and military leaders are sharing their best thinking with one another at the conference and beyond. They forge and renew relationships, and identify new opportunities to collaborate to make positive change. This forum is one in which leadership as an art and science evolves through people and their interactions.

9 Jan. 2018Leaders Building on Moral Purpose to Create a Just World

Interviewee: Jorrit Volkers, Dean, Deloitte University EMEA & George Papandreou, Former Prime Minister of Greece

16 Jan. 2018Maximizing Profit and Social Impact Concurrently – A Case Study

Interviewee: John Heiser, ILA Board Member; President & Chief Operating Officer, Magnetrol International, Incorporated

23 Jan. 2018 How Do We Work and Live with Purpose and Compassion?

Interviewee: Éliane Ubalijoro, ILA Board Member; Professor of Practice, Institute for the Study of International Development, McGill University, Canada; Member, Presidential Advisory Council for Rwandan President Paul Kagame, Rwanda

30 Jan. 2018Dialogical Leadership: Understanding How It Impacts Success

Interviewee: Rens van Loon, ILA Board Member; Professor & Consultant specialized in leadership and organizational change and transformation.

6 Feb. 2018 Creating Mindful Organizations

Interviewee: Subhanu Saxena, Regional Director Life Science Partnerships, Europe at the Bill & Melinda Gates Foundation & Michelle Harrison, Global CEO, Kantar Public, the WPP Group public policy consulting and research business.

13 Feb. 2018 How Would We Lead If We Believed Humans Were a Peaceful Species?

Interviewee: Mike Hardy, ILA Board Member; Founding and Executive Director of the Centre for Trust, Peace and Social Relations at Coventry University, UK.

20 Feb. 2018 Inner Peace Nurtures Global Impact

Interviewee: Kathryn Goldman Schuyler, Organizational Consultant, Leadership Coach, Public Speaker and Author; Editor of Creative Social Change: Leadership for a Healthy World

27 Feb. 2018 The Dance Between Leadership and Followership

Interviewee: Margaret Heffernan, Author of five books, Lead Faculty for the Forward Institute’s Responsible Leadership Program & Ira Chaleff, Founder and President of Executive Coaching and Consulting Associates

6 Mar. 2018 Values and Storytelling to Deliver Results

Interviewee: Sebastian Salicru, Director of PTS Consultants, an Associate of Melbourne Business School – Executive Education, and Fellow of the Institute of Coaching (McLean/Harvard Medical School) & Michelle Harrison, Global CEO, Kantar Public, the WPP Group public policy consulting and research business.

13 Mar. 2018 Leveraging Polarities in Complex and Turbulent Times

Interviewee: Barry Johnson, Creator of the first Polarity Map® and set of principles; author

27 Mar. 2018 The Nexis of Leadership and Practice – Royal Dutch Shell and ILA

Interviewee: Jeroen van der Veer, Former CEO of Royal Dutch Shell plc & Cynthia Cherry, President and CEO of the International Leadership Association

I hope this article inspires you to listen to select interviews or, even better, the entire interview series! Interviews from 2016 are being used in academic and professional leadership development programs around the world. I encourage you to share this information freely. This complimentary set of interviews are content rich, exposing listeners to the subtleties required to build leadership acumen, and give insight into those who have made a commitment to work and to live at the intersection between exceptional research and practice in leadership.

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

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

About the Author

Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

At C-Level #11: Creating a Vision and Sense of Urgency

Mike Sayre is a highly experienced and successful software, e-commerce, and manufacturing services CEO, COO, CFO, and Board Director. He is an Executive Leadership Development Coach at the Innovative Leadership Institute, a trusted partner inspiring and enabling perpetual innovation, evolution, and growth in leaders and their businesses. Mike was featured in Maureen Metcalf’s May 2017 Innovative Leaders Driving Thriving Organizations interview on VoiceAmerica entitled “7 Characteristics of Leadership 2020 In Practice: A CEO Story.”

In At C-Level #10-18, I write about three of the most successful transformations I’ve had the opportunity to lead in my career so far, following a seven-step transformation model similar to the Metcalf & Associates Innovative Leadership Transformation Model below. This blog is about the first step in the process.

 

Create a Vision & Sense of Urgency

“Starting with the end in mind” is important when beginning any new transformation. However, having a vision of what is at the end of a transformation is not enough. The vision must be so compelling to those leading the transformation and those in the organization being transformed that all involved are impassioned and feel an intense sense of urgency to make it happen.

Do you and your team have a vision you are passionately working toward in your organization? How urgently is everyone working toward that vision? What drives that urgency, or lack thereof?

Here is how the visions were created and the sense of urgency developed in the three transformations I outlined in At C-Level #10:

  • Large Manufacturing Company. Early in my career as a new financial analyst at a $2B heavy manufacturer with over 60 operations worldwide, I wanted to learn all I could about the business and the people in it. I visited plants and met with plant controllers and general managers, I asked lots of questions to better understand their businesses and their needs. The controllers were still using antiquated accounting systems and spreadsheets to produce their monthly financials and had little time for much else. The general managers were anxious to better understand the financial aspects of their operations and the potential new investments they were proposing to Corporate. They wanted more resources, but didn’t understand that they had the right resources in their controllers—they just weren’t using them very efficiently.

The vision became clear to me and I began sharing it with everyone who would listen. The controllers spending most of their time in their offices working on accounting and financial reporting needed to be upgraded to financial business partners in their business units. That vision resonated with both controllers and general managers and catapulted me into leading a significant organizational transformation that affected a large part of the corporation and, up to that point, was the largest transformation project in my career.

What are the challenges in your organization that would have the greatest positive impact if things were changed? Do you have ideas on what those changes should be? Will people see the urgency in making those needed changes?

  • Mid-Size Electronics Manufacturing Services Company. As a new CFO in this company, I led a financial turnaround of an unprofitable $25M company to a $15M profitable one. Three years of significant revenue growth later, we had become a $75M company. However, we were making about the same profits as we did at $15M! I was then promoted to my first CEO job to “fix” it. I immediately jumped into talking with people across the company to get a sense of the challenges we were facing. We were still trying to run a $75M company like we ran the $15M company. Overall people liked the company, but they were lacking general direction, goals, motivation, processes—and more than a little structure. There was a lot of work to be done, but toward what? …and where should we start?

Having never been a CEO, I employed a leadership development coach who made me go deep into myself and define my personal purpose in life, as well as my own personal vision, that I could very closely link to a vision for the company. After much soul-searching, I also wrote draft missions and general operating philosophies for the whole leadership team to help me refine so that all could buy in. Knowing what we were doing was not working, and, with a downturn looming, we could be in serious trouble again, a very high sense of urgency drove us to a vision that was essentially “to be the best in the world at what we do.” As vague as that vision was, being the best in the world (not the biggest) mostly meant we needed to be a vastly different company than we were, in everything from leadership to strategy to execution. It opened people’s minds to substantial change.

The vision was a big, hairy, audacious goal (BHAG) and it drew people in. Do you have a BHAG that could energize your organization?

  • Global Internet Payments Company. As a management consultant in this business, I could see that the company was vastly underperforming despite having some great talent and a significant global business opportunity. The business had grown to processing over $200M in payment transactions per year in 200+ countries and was still operating as startup with the same culture it started with for most of its ten years in existence. The organization was operating in silos and simply just tossing their problems over the wall for other departments to fix, which never seemed to happen. People were no longer as happy working there as they once were. A significant cultural transformation was needed to get the company back to higher levels of profitability and prepare it for a possible sale. But what would that look like? And where should we start?

After a few months, I was hired as COO. I immediately drafted missions, visions, and operating guidelines for the executive team to further develop and adopt. We eventually dropped the idea of a stated vision and adopted a mission of “We help our Sellers sell more!” That mission really helped the leadership team focus every day, week, and month. But frankly, it was the combination of the mission, improvement in leadership (we brought in a leadership development coach for the entire leadership team) and the operating guidelines that drove the entire organizational transformation. While not stated, the vision was of a company providing the highest value to its clients (the sellers using its payment services), growing in its financial value, with everyone working in harmony toward those reaching the first two goals. We talked about these three things all the time.

If your vision is not stated, what might be the “behind the scenes” vision for the company? Could it be stated to rally the troops and reach it faster together? Do you talk about your mission and goals on a regular basis?

Key takeaways from these transformations

The larger, more complex and/or faster-evolving an organization’s environment is, the higher the need for a stated vision that everyone can rally around and work toward in transforming the organization to get it to the next level. Does your organization need a stated vision?

To develop a great vision, you must know yourself, your organization, and what will stir deep passion and a sense of urgency within you, as well as the people you will be leading on this journey. Involve the leadership team in the process and get out and talk to others in the organization who have been, or will be, key to the success of the business. If you don’t know where you are going, what path do you follow? How will you know when you’ve arrived?

You don’t have to be a top leader of a large organization to start a transformation. If you can create a vision that…

  • you and others are passionate about,
  • is well thought out,
  • leverages your area(s) of expertise,
  • is widely recognized in the organization,
  • is supported by your leaders, and
  • is believed to be an urgent need with a real return on investment (in other words, a priority),

…and you have the confidence to step up, then you will have the opportunity to lead it. Is there a transformation in your organization waiting for someone to step forward and lead?

And lastly, if there is no sense of urgency, progress will be slow, at best. There is urgency as in a challenge that must be overcome, and urgency as in a destination everyone can’t wait to get too. What drives the urgency of your organization’s progress today? Can you combine the urgency of the challenges you face along the way with the urgency of getting to your destination to speed that progress up?

In “At C-Level #12: Building Transformation Teams,” we’ll look at how the teams were built in these same three organizations and what the key takeaways are that you may need to think about in building your transformation leadership team.

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

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

Thanks for following us! To learn more about transforming organizations and/or get help, visit us at www.Metcalf-Associates.com.

Combat Ageism With Leadership and Marketing

This blog is a companion to the interview with Karen Sands on VoiceAmerica “Innovative Leaders Driving Thriving Organizations” on October 24, 2017 Navigating the Graying Demographic: Rock Your Age and Manage Inter-generationally. It was written by Karen Sands.

Once in an Engage Boomers article on Mediapost.com, Expressing Herself: What Marketers Can Learn When Madonna Tackles Ageism, Mark Bradbury discusses how cultural attitudes about age commonly shift as people enter their 50s. Sharing negative ageist comments (e.g. “old hag”) made about, of all people, the vibrant, successful 56-year-old performer, Madonna, he inquires as to whether ageism is the last acceptable prejudice. He suggests that our satisfaction in life correlates to our feelings about aging, which should serve as a clarion call to marketers to provide realistic, positive images of dignified aging which ensure that Boomers can more easily embrace all aspects of growing older.

For decades, I have spoken at length about, and coached clients regarding, the need for marketing products and services to serve the fast-expanding over-40 demographic. I even devote a chapter to the subject of over-40 business wisdom in my #1 Amazon Best Seller, The Ageless Way. Here are just a few *sneak peek* excerpts below.

Everyone from solopreneurs to large corporations needs to recognize that this market is essential to staying in business in the future, or even in the present. Especially important is that Ageless Women themselves are in a unique position to serve this market just as they are in this market to be served. In other words, Gray is the New Green!

 As pioneering David Wolfe observed, “I believe companies are largely ignoring the largest and richest customer group in history for three reasons. First, stereotypical beliefs about older customers paint them as resistant to change, so why bother. Second, there is widespread uneasiness about how to market to older customers, so let’s spare ourselves the pain of failure. Third, people under 40, who are not in the same mental space as members of the new adult marketplace majority, dominate marketing processes. They relate most comfortably to customers of their own ages or younger.”

 Yet, the economy, business, and the workplace are all undergoing glacial change from the status quo, despite a combination of massive upheavals and a constant media focus on the aging Boomer population. Throughout history, chaos and major shifts have always been accompanied by renewed attempts to hold on for dear life to the (false) security of How Things Have Always Been Done. There is an ongoing conflict between the stories of our past and the stories of our future, and the battlefield between them is inevitably our present story…

 My message continues to be “Here’s how to stay in sync with the generation that keeps you in business.” I present to professional and corporate marketers, strategists and entrepreneurs (experienced and newbies) across many sectors. I attempt to wake up those who have the most to gain or lose in market share and reach if they close their eyes to the forty-plus market potential. While sharing my perspective on the truth about their future if they stay youth-focused, I cajole them by quoting popular lyrics like Fleetwood Mac’s “Yesterday’s Gone…Don’t Stop Thinking About Tomorrow.” I warn them that they best get on board fast because their ability to monetize going forward will be based on their willingness to serve this enormous force field of new Boomer demand in the workplace, the United States marketplace, and around the globe.

 No matter your industry or field, those who recognize the new rules of the game will reap the benefits and gobble up market share. For starters the new rules are customer-centric, not product-centered, as has been the case for eons. At least until Millennials turn forty, youth no longer rules! But “Prime Time Women” do!

 Let’s get back to the here and now stats that should blow your socks off! Based on a briefing paper prepared by Oxford Economics for AARP it is estimated that “…a 106 million-plus market is expected to grow by over 30% in the next 20 years.” If you snooze, you lose. Any entrepreneur or service professional that ignores the enormous power of the Big Gray already on our threshold might as well kiss their business goodbye. To anyone not paying attention I must ask, are sure you want to leave money on the table by ignoring this forty-plus market?

 If you are not already serving or planning to serve the forty-plus market, you are not only missing out financially—you are missing out on the chance to align what matters with an audience that is consciously choosing companies that are making a difference as well as a profit.

 The aftermath of the Great Recession can seem like the worst possible time to focus your business on your values, but the opposite is true. Boomers are an indication of how your clients are changing. Living your values and focusing on what matters in your business is not only what you need, it’s what the world needs—and it’s what the world is willing to pay for.

 Businesses that want to tap into this trend must shift their focus from value to values, from the bottom-line to the Triple Bottom Line: People, Planet, Profits…

A finding in a Nielsen study projects that by 2017 Baby Boomers will control seventy percent of the country’s disposable income. Whether or not you like Madonna’s style… or that of the millions of other active, engaged, energetic, successful performers over 50 (for starters: Michael Jordan, The Rolling Stones, The Beatles, Bruce Springsteen, Helen Mirren, Meryl Streep, George Clooney, Betty White, Denzel Washington, Hilary Clinton, Mitt Romney, Barack and Michelle Obama, Oprah, Nascar Driver Morgan Shepherd, or Yoga Teacher Tao Porchon-Lynch, 96…), there is no doubt that the new emerging story will be written by those marketers and product makers who recognize that it is worthwhile to get beyond the rampant malevolent ageism and misogyny in corporate marketing and product development decision-making.

What ways do you think the over-40 demographic can be best served by businesses? Have you seen examples of marketers already reaching out to this age group and doing it well? Have you seen examples of how savvy leaders and organizations leverage this workforce?

About the Author:

Karen Sands, MCC, BCC is a Visionary Game Changer and Leading GeroFuturist™ on the Longevity Economy, the Business of Aging, and Ageless Aging. An advocate for The New Story of Our Age, she is a “visionary with wrinkles” who empowers people to rock their AGE. High-impact Certified Master & Mentor Coach for visionary world shakers, conscious entrepreneurs, sacred activists and change makers 40+ who are ready to shape the world and their role in it. A Trusted Advisor and expert authority on careers post 40, midlife reinvention, Boomers and women 40+ in the new business of aging for go-getters who want to stay in sync with the people who keep them in business. #1 Amazon Best Selling Author, Firecracker Speaker and All-Around Trailblazing Game Changer.

BS in Business: Why Biological Blindspots Matter in Business

This blog is a companion to an interview with Rebecca Heiss on Voice America airing on November 28, 2017, What You Don’t See Can Hurt You focusing on implicit bias! This blog was written by Rebecca Heiss.

One of the most frequent questions I get asked is, “what do biological blind spots and bias have to do with business?” In other words, “why should I care if I’m subconsciously a bit biased like everyone else?”

The short answer is that without awareness of your blind spots, you could be undermining your performance as well as the performance of your colleagues. When people first think about implicit bias, most default to a discussion around skin color, but your biological blind spots go far beyond black and white (and all of the other skin variations we leave out of the discussion).

Your brain has a pre-programmed bias for race, gender, age, class, thinking style… you name it!  Whatever the bias, your brain has categorized it and made associations that “fit,” based upon an archaic formula that still primes you to crave fats and sugars despite the insane abundance in the modern environment.

Our stone-aged brain and the biases it subconsciously creates which drive our behaviors is, to put it mildly, out of touch.

The result is that your team suffers from these micro-level inter-company level competitions ultimately hurting your ability to compete where you want to – on the bigger market. The worst part is, your team (and you personally) won’t even recognize that you are doing it.

Aside from team efficacy, productivity and collaborative efforts, one of the biggest risks to business is homogeneity. While the ability to create a homogeneous product may be beneficial, a lack of diversity on the  team doing the creating can be hugely detrimental to the health and sustainability of a business.

I like to make an analogy to the stability of an environment based on biodiversity. If you as a company are established like Ireland in 1845 and only have a single crop, you’ve made yourself extraordinarily vulnerable to any blind spot, or disease, wiping you off the face of the map. To avoid mass starvation in your company, plant some other crops. New perspectives.

Obviously, diversity can produce an influx of new ideas and approaches to problems, but more interesting to me is that the mere presence of a diverse work team creates an air of discomfort. Our brains were programmed to be happy with our ingroups – people who looked, acted, behaved and were essentially carbon copies of us. When you put people together who don’t fit that mold, our brains get….well….nervous.

Uncomfortable.

Low level discomfort like this actually promotes better problem solving as tensions are discussed openly. A recent study demonstrates that homogeneous groups, are more confident in their decisions, even though they are more often wrong in their conclusions, while a diverse group’s members will feel less confident despite being more accurate in their conclusions.

Confirmation bias and squelching of new ideas in homogeneous groups produces a false “feel-good we are all in this together” perspective that can render disastrous outcomes.

FEELING GOOD IN BUSINESS IS OVERRATED.

Just like working out the muscles in our body, having those uncomfortable discussions that hurt our brains a bit is the only way we grow and the only we can can start to uncover our own BS.

About the Author

Dr. Rebecca Heiss is an expert in human behavior and physiology and the founder/ CEO of a measurable stress reduction company, Instinctive Cognition. Working in the speaking and consulting industry Rebecca has developed a passion for helping others overcome blind spots to become their best biological selves. After earning a PhD with research designated as “transformative” by the National Science Foundation, Rebecca went on to hold multiple appointments in academia, applying her research to solve practical problems in overcoming what she refers to as “biological ghosts”—subconscious behaviors that haunt modern life. Described as a creative thought leader, she was honored to deliver a TEDx on a portion of her work and has built her career on helping others break through their evolutionary ethical “blind spots.” Having conquered the business of biology, Dr. Heiss has turned her focus to revolutionizing the biology of business.

Leveraging Multigenerational Leadership – Navigating the Graying Demographic in the Workplace and Marketplace

This blog is a companion to the interview with Karen Sands on VoiceAmerica “Innovative Leaders Driving Thriving Organizations” on October 24, 2017 Navigating the Graying Demographic: Rock Your Age and Manage Inter-generationally. It was co-written by Karen Sands and Maureen Metcalf. It is the companion to the Voice America Interview with Karen Sands.

According to Steve Vernon in MoneyWatch June 2016, “The bottom line is that we’re living much longer than prior generations, but we can’t afford to keep adding years at the end of our lives when we’re fully retired and no longer working. Therefore, it only makes sense to work longer, but we’ll want to take steps to make these additional working years enjoyable and productive.”

Whether you are excited about the prospect of working until you are into your 80’s or 90’s or terrified, as leaders we all need to think about how the longevity economy will impact our workforce and our customers. As people live longer and work longer, their work habits and buying habits will change.

The intersection of people living and working longer, combined with the rapid acceleration of changes in how organizations conduct work, will lead us to a new Triple Bottom Line—people, planet, profits. s. But, only if organizations can overcome the immense challenges coming our way in the Longevity Economy- – representing an increase of the sum of economic activity of services and goods serving the 50+ demographic from $7.1 Trillion today to over $13.5 Trillion by 2032. Businesses that choose to leverage the largest pool of multigenerational skilled and knowledge workers to engage and capture the new ageless consumers as clients will beat the competition hands down. This big shift will foster creative processes to leverage the business acumen and skills of seasoned workers, along with the adaptability and tech finesse of younger workers will create a strategic advantage.

This more diverse workplace comes with great opportunities and significant challenges. Organizations will need to find ways to overcome the “generational gap” associated with the perception that older employees are “taking jobs” from younger employees and are not keeping current with technology, therefore less productive. Or from the mature employees point of view, the Millennials are “lazy” and don’t have work ethics of yesteryear. Here are some recommendations Karen suggests:

First, we need to communicate with each other about it. This seems obvious, but how often do the generations really talk about this situation with each other? It tends to get talked about through politicians and the media, rather than in collaborative, hands-on, deliberately multigenerational conversations.

These conversations are crucial not only to get our fears and perceptions out in the open, but also to clear up the misconceptions that can lead us all to make decisions based on incorrect information or assumptions.

Second, we need to explore alternative solutions together based on the probable future, not the past. Yes, social security was an effective solution to many problems that stemmed from the Great Depression, and it continues to be a necessary element in our economy, but pursuing ways to once again push millions of post-65/70 people out of the workforce is not going to work. Being 65/70 today is not even close to what it was in prior eras.

Third, we should look at generational partnerships, such as job sharing/mentorship arrangements that enable two people to be employed instead of one, enable training costs and salary to combine, stretching a company’s dollar and quickening the pace at which younger employees can gain the skills, knowledge, and some of the experience they need to be more valuable to that company and in the marketplace. These could work with a shifting percentage of time, starting with the mentor working 3/4 of the job, then gradually decreasing to 1/2, then 1/4, with an ultimate shift into mentoring another employee or into a consultant arrangement.

Fourth, we need to encourage people over 60 (in fact over 40) to remain employed by starting their own businesses as entrepreneurs or by creating new profit centers within their current companies and organizations. These could range from simple solopreneurs to larger operations that will both remove the competition for the same job between two generations, while it generates additional employment.

People, organizations, and governments need to focus on encouraging experienced professionals and executives, especially women, to start businesses with a strong focus on the Triple Bottom Line In this way, we can solve or at least ameliorate multiple societal problems simultaneously through the specific social missions of these companies as well as their effect on the job market, offering a way for all generations to make a living and a difference, and to secure their future and that of the world for generations to come. This means many leaders will need to expand their perspective about how jobs get accomplished and by whom.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills. You can download the first three chapters of the Innovative Leadership Workbook for Emerging Leaders and Managers for free.

About the Authors:

Karen Sands, MCC, BCC is a Visionary Game Changer and Leading GeroFuturist™ on the Longevity Economy, the Business of Aging, and Ageless Aging. An advocate for The New Story of Our Age, she is a “visionary with wrinkles” who empowers people to rock their AGE. High-impact Certified Master & Mentor Coach for visionary world shakers, conscious entrepreneurs, sacred activists and change makers 40+ who are ready to shape the world and their role in it. A Trusted Advisor and expert authority on careers post 40, midlife reinvention, Boomers and women 40+ in the new business of aging for go-getters who want to stay in sync with the people who keep them in business. #1 Amazon Best Selling Author, Firecracker Speaker and All-Around Trailblazing Game Changer.

Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

Proven Path to Leadership Maturity and Effectiveness

This post is a companion to the Voice America interview featuring Mike Morrow-Fox talking about leadership maturity and vertical development to build the leadership qualities required to lead large complex organizations and those that aspire to make the greatest impact.

The following article was first published by Forbes Coaches Council in August 2016.

Future trends indicate complexity, accelerated change, and near-constant uncertainty in the coming years. These conditions will require significantly different leadership skills.

With these new demands for evolving leadership, is there a predictable path to develop leadership? If so, what does that path look like?

Leaders develop both “horizontally,” increasing their ability at their current level of operation, and “vertically,” increasing their level of complexity, emotional maturity, and opening to new awareness. Many researchers are now saying that “vertical development” is required to navigate the complexities leaders and their organizations face.

To answer what the vertical evolutionary path looks like, I reference the research of Dr. Cook-Greuter, who developed a Leadership Maturity Framework (LMF) and measurement of adult development as part of her doctoral dissertation at Harvard University. Dr. Cook-Greuter is now the Co-Founder with Beena Sharma of The Center for Leadership Maturity, a firm that facilitates vertical development in individuals, teams and organizations. The LMF is the basis of my work with vertical leadership development because it provides a model that is both grounded in research and practical to use in coaching and leadership development.

Vertical development does not mean that more developed people are “better” people, but rather, in many cases, are likely to be more effective in key leadership roles within large complex organizations. The following is a brief summary of the LMF describing the predictable developmental trajectory people navigate as they grow:

The Group-Centric Level

This level is about conforming and belonging. People at this level follow rules, norms and observe hierarchy. They conform to social expectations, work to group standards, seek membership and approval, and appreciate outward signs of status as a sign of approval. They attend to the welfare of their own group; those who are not like them are the “other,” and therefore outside their circle of concern. They avoid conflict, think in simple terms, and often speak in generalities. Feedback is taken as disapproval since their driving value is to gain approval and be included.

Example: This is the employee who looks to what the group is doing to determine his actions. He looks to meet the “expectations” set by the organization, fit into the culture, and do what everyone does. Belonging is his key to success; standing out or having a different opinion feels risky

The Skill-Centric Level

This focuses on comparing self to others and perfecting skills. Individuals at this level focus on being competent in their own area of interest and improving techniques and efficiency. They aspire to quality standards and are often heavily invested in their way as the only way of doing things. Decisions are made based on incontrovertible “facts.” Given their focus on problem-solving and detail, they can get caught in the weeds and not see the big picture necessary to effectively prioritize among competing demands. All consuming attention on being right can lead them to be critical of and competitive with others. They hear feedback about their work as criticism of them as a whole person.

Example: This is the employee who points out when others make mistakes and tries to correct them so they can meet the standards. Her development efforts focus on building expertise. She usually has a “better” opinion unless she is in the presence of a subject-matter expert.

The Self-Determining Level

This focuses on analyzing and achieving to effectively deliver results. Leaders at this level look toward longer-term goals and initiate rather than follow expectations. They value objectivity and scientific knowledge, seeking rational, proactive ways around problems. They often seek consensus — “agree to disagree” — and value mutuality and equality in relationships. They accept feedback to promote learning and success.

Example: This employee continually drives to meet organizational goals. He works both efficiently and effectively and is continually competing with himself and others to drive the best results. He has a five-year plan, is open to new learning, and is beginning to be more reflective.

The Self-Questioning Level

This level focuses on self in relationship and contextualizing his/her experience. Leaders at this level are concerned with the difference between reality and appearance and have an increased understanding of complexity and unintended effects of actions. They begin to question their own assumptions and views and realize the subjectivity of beliefs; and talk of interpretations rather than facts. They can play different roles in different contexts and begin to seek out and value feedback.

Example: This employee is continually inquiring, challenging assumptions, and aware of the limitations of conventional thinking. She focuses on creating an environment where everyone feels valued. She is committed to appreciating value in different perspectives.

The Self-Actualizing Level

This level is about integrating and transforming self and systems, and recognizing higher principles, complexity and interrelationships. People at this level are aware of the social construction of reality — not just rules and customs. They are problem finding, not just doing creative problem solving. They are aware of paradox and contradiction in self and systems and learn to have a deep appreciation of others. They demonstrate a sensitivity to systemic change and create “positive-sum” games.

Example: This person is continually evaluating the organization’s strategy against long-term industry trends as well as global economic conditions while embodying her values and using herself as an instrument of transformation. She is self-aware and firmly anchored in principles while having the ability to adapt based on context.

As we look to the changes leaders are facing in the near and long term, it is helpful to have a robust model for development that allows them to focus their development energy effectively. This framework, along with it, measurement instrument — the maturity assessment for professionals (MAP) — is the most robust I have seen, and I find it highly effective in supporting leaders.

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

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

About the author Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.