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The Art of Managing Time

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This article was previously published on the SIYLI blog (Search Inside Yourself Leadership Institute.)  It is provided to supplement the interview with Peter Weng and Rich Fernandez, as part of the International Leadership Association’s interview series.  Their interview on Innovating Leadership, Co-creating Our Future titled Mindfulness and the Benefits in the Work Place aired on Tuesday, April 20th, 2021.

 

Peter Weng, the founder of the EWS Collective, worked in the corporate world for more than 20 years and was a director at Google before leaving to focus on a mission of helping others develop their mindfulness, well-being, and performance. Given his background in information and data, it’s remarkable that he chooses to limit his access to technology. His home internet router shuts off daily with a tightly scheduled timer, and his cell phone is often in airplane mode on the weekends. But by avoiding television, mobile internet access and even meditation apps, he’s found more time to pursue, in addition to work, the things he loves—surfing (when he was in his early twenties, he surfed about 30 hours a week), music (he’s been a gigging musician in several countries), dancing (he was a semi-professional rollerdisco dancer) and his own mindfulness practice. Ultimately, all of these habits have helped him learn how to be less reactive, become more patient, manage his time more efficiently and focus on what he values most.

Here he shares his views and practices on mindfulness:

How did you first learn about mindfulness?
Visiting Chan Buddhist monks from Taiwan were teaching weekly sessions at the University of Texas at Austin when I was living in Austin, Texas. I happened upon the sessions while waiting for a friend who was doing research there. The teachings from those monks were so practical and pragmatic—it just made sense to me. My mindfulness practice started at that time about 20 years ago.

 How has mindfulness shaped your life, both in the workplace and personally? 
It’s a bit frightening if I consider how mindfulness practice has shifted things in my personal and professional life. In my personal life, personal time has shifted to retreats and meditation groups. I previously served on the board of Insight Santa Cruz, a meditation center in the Insight/Theravada Buddhist tradition.

Professionally, I left my corporate career—and the interesting things associated with that career, such as being invited to attend economic forums at the White House—to focus on helping spread mindfulness practices. Throughout, I have striven to keep technology from dominating life, even when I worked in technology companies.

What’s your daily mindfulness practice like?
For daily practice, my preference is for breath-focused and body-scan meditations, both as seated practices and incorporated into moments and space throughout the day—on the bus, waiting in line, etc. I also journal at night. For journaling, I’ve been tracking my activities every day for about 30 years. It ‘s been incredibly helpful to review my journal each month to assess whether I’m living the way I would like to live. Reading the issues that I write about has also been interesting to see how my priorities have shifted over time.

The best way for me to make time to practice is to prevent myself from being online at night and morning. So, for this, I’ve set up my internet router on a timer that shuts off my at 9:30 p.m. and doesn’t turn on again until 8 a.m. on weekdays or 10 a.m. on weekends. On weekends, it’s also off from 12 to 5 p.m.  This prevents me from randomly clicking on things at night, so I can get to sleep at a decent hour, or wasting my weekend days online. In the morning, it prevents me from getting online right away and running out of time.

Why do you find it important to limit your exposure to technology?
I find technology addicting, and with unlimited access to technology I end up spending time in ways I don’t find the most fulfilling. Limiting my own access to technology has allowed me to devote more time to my passions.

In the mid-’90s, my colleagues found out that I didn’t watch TV—because I was always silent when discussions on TV shows happened—and convinced me to buy a television. I bought one that Friday afternoon. The next morning, I spent the entire morning mesmerized by the moving pictures on the TV and missed out on beautiful surf conditions. I was so upset to have missed the surf session that I returned the TV that afternoon and never missed out on surfing because of the TV again.

The weird social pressures, consumerism, and negative worldview that are carried through popular media also concern me. I read the news every day because I feel that it’s important and aligns with a mindfulness practice to be aware of what is happening in the world, but I try to obtain my news from sources that focus on reporting rather than sensationalism. I have a subscription to The Economist and, for leisure reading, The New Yorker.

In addition to time limits on the internet, I often leave my phone at home on weekends when I go out or put it on airplane mode to prevent me from reading email all the time. In a somewhat unplanned way, I subscribed to a terrible phone service that doesn’t offer reliable mobile internet service, so I don’t use my phone to access information online, except for Google Maps and email. Maps I find useful, so it’s really email on the phone that I am most wary about.

I feel that sheltering myself from the bombardment of ads in popular media reduces the clutter in my mind. There are certain things that I hear others talk about that I think are related to the influence of popular media—concerns about status, wealth, etc. Also, limiting technology allows me to actually do my mindfulness practices—because if I didn’t limit it, I might spend all my time online. I have a weakness for surfing videos on YouTube.

How do you feel about meditation apps? 
I stopped using meditation apps. Some of the apps are excellent and helpful in general. But the meditation app I liked the most gave me data about when I practiced, the length of practice, etc. I became obsessed with the data and would export it to a spreadsheet and look at my daily averages over time. It’s embarrassing to admit this, but I used to worry that if I meditated for a shorter time on any given day it would impact my daily average, which I’d have to make up later in the week. It was a striving mindset, which wasn’t a healthy or productive way to conduct my mindfulness practice. It’s better for me to not have that data.

How has your mindfulness practice benefited your leadership abilities?
The biggest impact has been around my reactivity. I’m impatient and react strongly to things. In my work history, I have often had challenges with being reactive when issues came up. Mindfulness practice has helped me improve on this, and I’ve been able to reduce the frequency and intensity of expressing my negative reactions. It’s an ongoing process, but this was a focus area of my practice and definitely an area from which I’ve benefited.

And on a personal level?
I notice many small rewards regularly, which are fun to observe. I mentioned my impatience, and mindfulness has made waiting more enjoyable. Delays are now a bonus because I can fit in some more mindfulness practice while I wait.

 

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

Peter Weng is the founder of the EWS Collective. Peter is focused on supporting individuals and organizations to optimize the balance of well-being and performance. As a corporate executive (Google, Dell) and well-being/mindfulness non-profit leader (HMI, SIYLI) he has implemented systems of well-being and performance in companies, governmental organizations, and non-governmental organizations around the world.

 

Empowering Women for the Prosperity of Nations: Findings on Gender Equality by Country

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This blog is an excerpt from The Gender Equality and Governance Index.  It is the Executive Summary and is provided to supplement the interview with Amanda Ellis and Augusto Lopez-Claros, as part of the International Leadership Association’s interview series.  It is a companion to their interview on Innovating Leadership, Co-creating Our Future titled GEGI: Empowering Women for the Prosperity of Nations that aired on Tuesday, April 13th, 2021.

 

Gender inequality has myriad faces: archaic laws that codify sexism, male control of joint income and household assets, exclusion from governance, trafficking and violence against women, denial of education and adequate health care, and gender segregation in the workforce, to name a few. The scope of inequality is vast and its costs to society are mounting.

COVID-19 has prompted new awareness around this topic, as the effects of the pandemic have exacerbated existing gender inequalities and revealed the importance of female inclusion in governance and decision-making. The evidence linking gender equality to economic and social well-being and prosperity is clear. Now more than ever, we must prioritize the role of women in fostering communities’ and countries’ well-being and economic health by developing policies that guard against gender discrimination.

The Gender Equality and Governance Index (GEGI; Figure 1 provides the index structure and its various components) was built with the understanding that indexes—despite their limitations—are tools to generate debate on key policy issues, to precipitate remedial actions, and to track progress. A well-designed composite indicator thus provides a useful frame of reference for evaluation, both between countries and over time. The GEGI analyzes data from a variety of international organizations and valuable survey data to achieve a broad-based and comparative understanding of gender discrimination on a global scale, using five critical “pillars”: governance, education, work, entrepreneurship, and violence. By breaking scores down into pillars, the GEGI allows policymakers to pinpoint specific areas for improvement.

The GEGI rankings for 2020 indicate a clear correlation between gender equality, economic prosperity, and inclusive leadership. Iceland ranks first in the world among the 158 countries included in the index, followed by Spain and Belgium. Canada (9) and New Zealand (16) are the only non-European countries to rank in the top 20. The highest-ranking country in East Asia is Taiwan (21), and Canada scores highest in the Americas. (See Appendix II for the rankings for the 158 countries included). Much further down the rankings, we find China (82) and India (100). Given that one out of three women on the planet lives in these two countries, gender inequality there is particularly troublesome. Sub-Saharan Africa makes up nearly one-half of the 50 lowest-ranking countries, and the Middle East and North Africa (MENA) comprise another one-third. Gender equality correlates strongly with higher levels of economic prosperity per capita, as 47 of the countries in the top 50 are either high or upper middle income. Rwanda (55) is the highest-scoring low-income country.

For the countries included in the index, higher levels of discrimination against women coincide with lower rates of labor force participation for women, lower rates of school enrolment for girls at the secondary level, lower numbers of women-owned businesses, and larger wage gaps between women and men. These findings should come as no surprise. Nobel laureate Amartya Sen has argued that decreasing work-related gender inequalities can make “a positive contribution in adding force to women’s voice and agency,” thereby empowering women within both the public and private spheres.1 Countries that have integrated women into the workforce more rapidly have improved their international competitiveness.

2020 marks the 25th anniversary of the Beijing Platform for Action, which envisioned gender equality in all dimensions of life – and yet not a single country has yet achieved it. Worse still, only eight countries have a legal framework that does not discriminate against women in some way, with a body of legislation supporting women’s economic equality, which benefits everyone. Achieving gender equality requires more than simply removing barriers to opportunity. Many decades after the women’s suffrage movement, women are still grossly underrepresented in executive and policymaking bodies. For gender equality to become a reality, with all its attendant benefits, the first step is ensuring women are equally represented at the highest levels of decision-making across a country.

Gender equality in governance requires both de jure and de facto progress. The GEGI evaluates the legal framework of a country and measures the extent of female inclusion in governance. Less than 5% of countries have gender balance in political governance. Female leadership in the justice system, the central bank, and the ministerial and executive levels of government is crucial, but notably lacking. Only 21 countries currently have a female head of state or government; only 14 have female central bank governors. Only one in four Parliamentarians is female and one in five a Minister. In the private sector, despite well-documented research on the financial benefits of the diversity dividend, a third of global boards have no women at all. To remedy this, countries have begun implementing quotas, often as temporary special measures, that reserve representation for women. For instance, after Argentina saw success with a quota requiring a minimum number of female candidates in national elections, many other Latin American countries followed suit.

While attempts to solve gender inequality through legislation, inclusion in decision-making, and quotas are necessary, they are by no means sufficient. A critical prerequisite for female leadership in governance is education. Since inequalities in education artificially reduce the pool of talent from which companies and governments can draw, a direct way to boost economic growth is to improve both the quality and quantity of human capital by expanding educational opportunities for girls. Cultural attitudes against female education continue to prevail, and investment in girls’ education is still far below that of boys. For instance, the World Bank reports that only 38 percent of girls in low-income countries enroll in secondary school, and nearly 500 million women remain illiterate. Research has conclusively proven the importance of education in expanding opportunities for women outside the home and the positive multiplier impact for families, communities and economies. The most competitive economies in the world are those where the educational system does not put women and girls at a disadvantage.

Gender inequalities in employment are also toxic to economic growth because they constrain the labor market, making it difficult for firms and businesses to scale up efficiently. Globally, only 47 percent of women are employed in the labor force, compared to over 70 percent of men. This gap is most stark in South Asia and the MENA region, where just over 20 percent of women are in formal employment. Including women in the work force requires a multifaceted approach. Incentives to work, including paid parental leave and childcare services, have proven effective in increasing female labor force participation. However, many working women remain segregated in female-dominated fields that tend to be lower paid and have fewer opportunities for advancement. Women continue to be excluded from managerial positions, and no country has succeeded in ensuring equal renumeration for work of equal value.

Given that just 7 percent of women in low income countries are employed as wage workers, entrepreneurship and self-employment is an equally important avenue for female empowerment. Women entrepreneurs could contribute significantly to economic innovation and growth if given access to the same training, capital, credit, and rights as men. Women face severe difficulty accessing financial accounts and securing credit; in fact, estimates from the International Finance Corporation suggest that women entrepreneurs face a financing deficit of $1.5 trillion. Because women tend to earn less and have fewer property rights than men, they have a harder time providing collateral to obtain a loan. Restrictions on mobility and cultural disapproval of women in business further discourage women from pursuing entrepreneurship.

Despite—and perhaps in response to—the progress that women have made in governance, education, and employment, they are experiencing violence at staggering rates. Women are most vulnerable to violence in cultures where long-held customs and fundamental prejudices place the culpability for violence on the women themselves. The cost that society incurs from violence against women is high. Gendercide has become an epidemic enacted through sex-selective abortions, female infanticide, and neglect and abuse of women throughout their lives. The result is a destabilizing gender imbalance in many countries—in India and China alone, men outnumber women by around 70 million. Furthermore, abuse of women has direct economic consequences, as it increases absenteeism and lowers productivity. Domestic violence is estimated to cost the United States $460 billion annually, more than any other crime. The COVID-19 pandemic has exacerbated this phenomenon, as reports of intimate partner violence have risen exponentially under mandatory lockdowns and quarantine.

COVID-19 has shone an uncompromising search light on global gender inequality, reminding us that gender discrimination has been undermining economic growth and wasting our human and planetary resources for far too long. The Gender Equality and Governance Index provides a scientifically evidence based, objectively verifiable diagnosis—now, action can no longer be delayed.

You can read the full report here.

1 Sen (1999), Development as Freedom, p. 191.

 

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 Authors

Amanda Ellis leads Global Partnerships for the exciting new ASU Julie Ann Wrigley Global Futures Laboratory. Previously New Zealand Ambassador and Permanent Representative to the United Nations in Geneva (2013-16), Ms. Ellis also served as Prime Minister’s Special Envoy, playing a key role in New Zealand’s successful UN Security Council bid. The author of two best-selling Random House business books and five research titles on gender and growth in the World Bank Directions in Development series, Ms. Ellis is a founding member of the Global Banking Alliance for Women and the recipient of the TIAW Lifetime Achievement Award for services to women’s economic empowerment. She serves on a number of boards, including the Global Governance Forum.

Ruth Halperin-Kaddari, Professor of Law, graduate of Yale Law School, and Founding Head of the Rackman Center at Bar-Ilan University, Israel, is a family law expert in both the civil legal system and traditional Jewish law, and has recently completed three terms as a member (twice Vice President) of the UN Committee on Elimination of All Forms of Discrimination against Women (CEDAW). She publishes on family law in Israel, legal pluralism, feminism and halacha, and international women’s rights; is a recipient of numerous national and international grants and prizes. Professor Halperin-Kaddari serves on the Advisory Board of the Global Governance Forum.

Augusto Lopez-Claros is Executive Director of the Global Governance Forum. He is an international economist with over 30 years of experience in international organizations, including most recently at the World Bank. For the 2018-2019 academic years Augusto Lopez-Claros was on leave from the World Bank as a Senior Fellow at the Edmund Walsh School of Foreign Service at Georgetown University. Previously he was chief economist and director of the Global Competitiveness Program at the World Economic Forum in Geneva, where he was also the editor of the Global Competitiveness Report, the Forum’s flagship publication. Before joining the Forum he worked for several years in the financial sector in London, with a special focus on emerging markets. He was the IMF’s Resident Representative in Russia during the 1990s. Educated in England and the United States, he received a diploma in Mathematical Statistics from Cambridge University and a PhD in Economics from Duke University.

Do We Need New Competencies in the Boardroom and C-Suite?

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This article is an excerpt from the Future Boardroom Competencies 2020 Report compiled by Competent Boards and provided by Helle Bank Jorgensen, CEO and Founder.  This is part 1 of a 2 part series and is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Future Boardroom Competencies that will air on Tuesday, March 9th, 2021.  If you would like to read the entire report, it can be downloaded for free here.

FOREWARD

There is no telling what will define the business landscape post-pandemic. However, the trend remains clear. The foundation on which our global economic systems and governance practices have been built is nearing expiry.

With a heightened sense of urgency surrounding environmental, social, and humanitarian problems, there is an elevated sense of societal pressure on leading organizations and their board of directors to take action.

The future of good corporate governance has begun to outgrow the notion of transactional thinking with respect to decision making. Serving board of directors must apply a strategic approach to meeting the growing expectations of shareholders and all other stakeholders. An approach that requires deep reflection on purpose, analysis of strategy, and consideration of all perspectives in an effort to achieve short-term profitability and long-term sustainable value creation.

As the world enters a period of reset, board members should not only equip themselves with the necessary competencies to meet new expectations but should also be willing to adapt their own outlook through a strong willingness to learn.

The findings of this report suggest that in order for board members and other executives to be future-ready, they must stay curious with a strong willingness to expand their knowledge and adapt to new conceptual interpretations. Moreover, board members should be constructively critical in challenging the status quo with respect and integrity.

Future-ready board members are highly focused on cooperative decision-making and inclusiveness. They have a demonstrated ambition to tackle systemic inequalities through actions that increase board diversity and promote a more equitable decision-making process. They are ready to apply their wisdom in making sense of complex information to effectively balance the needs of all stakeholders and adapt the strategic approach accordingly.

Any leader must understand the interconnectedness across environmental, social, and governance (ESG) issues and how it relates to business strategy. Obtaining the relevant ESG and sustainability competencies is imperative for business leaders in understanding how future scenarios may expose the company to emerging risks or present further business opportunities.

I hope that you will find value in this report and use it to reflect on and further develop your competencies.

 

EXECUTIVE SUMMARY

 

This report provides an overview of the essential competencies, qualities, and traits the board of directors and other business professionals will need to navigate the dynamics of a global business landscape shaped by the greatest challenges of our time.

Organizations and the individuals that lead them hold the innate responsibility of delivering on a shared vision that drives long-term sustainable value creation while executing on short-term needs.

As global conditions come to normalize, we enter a period of great reset – for which the board of directors need to be prepared.

Using data collected via survey, this analysis evaluates insights from the Competent Boards global faculty and other business leaders in an effort to determine the elements comprised within a future-prepared board member.

The report uses the qualitative method to draw a comprehensive list which business leaders can use to reflect on their ability to effectively manage emergent risks and opportunities.

We asked four questions:

  • What does stewardship in the 21st century look like?
  • What does a future-prepared board member look like?
  • What new competencies are, or should be, demanded of board members?
  • What are the personal traits, qualities, and diverse perspectives needed in the boardroom?

The findings indicate that future-ready board members will need to apply a lens of curiosity that supports a culture of continual learning and strategy adaptation in order to meet growing expectations.

The survey determined that effective board leadership should be aligned with a distinct sense of purpose that is informed by a deeply-seated literacy of the material ESG challenges faced by the company.

Although an objective list of relevant skills and experience may apply to every qualified board member, the survey results indicate that the definition of a future-prepared leader may extend further.

According to the survey’s findings the personal attributes or traits within an individual’s internal value system may also play a role in defining a board member who is future-prepared.

As the COVID-19 pandemic shines a light on the many cracks within the foundations of our societal and governance structures, it becomes clear that the board of directors is expected to leverage their power and influence to take meaningful action.

The findings indicate that board members must reflect on their current outlook and set of competencies in order to identify areas for which they can develop their capacity to meet demands for extraordinary board-level stewardship in the 21st century.

 

Do you know of top ESG Competent Boards and Board Members?  You can nominate those you believe should be highlighted in the Competent Boards list here.

 

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

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

About the Author

Helle Bank Jorgensen is the CEO of Competent Boards, which offers the global online ESG Competent Boards Certificate Program with a faculty of over 95 renowned international board members; executives and experts.

A business lawyer and state-authorized public accountant by training, Helle helps global companies and investors turn sustainability into strong financial results. She was the creator of the world’s first Green Account based on lifecycle assessment, as well as the world’s first Integrated Report and the first holistic responsible supply chain program.

Helle has written numerous thought leader pieces, is a keynote speaker, and is interviewed by global media outlets.

 

Photo by Danielle Cerullo on Unsplash

 

 

THEORY U: LEADING FROM THE FUTURE AS IT EMERGES

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This blog is from the Presencing Institute, whose co-founder, Otto Scharmer, joined Maureen for an interview on Innovating Leadership, Co-creating Our Future.  It is a summary overview of Theory U and a companion to the interview titled The Essentials of Theory U  that aired on Tuesday, February 23rd, 2021.

 

(Cambridge, MA: Society for Organizational Learning, SoL, 2007)

Using his experience working with some of the world’s most accomplished leaders and innovators, Otto Scharmer shows in Theory U how groups and organizations can develop seven leadership capacities in order to create a future that would not otherwise be possible.

Tapping Our Collective Capacity

We live in a time of massive institutional failure, collectively creating results that nobody wants. Climate change. AIDS. Hunger. Poverty. Violence. Terrorism. Destruction of communities, nature, life—the foundations of our social, economic, ecological, and spiritual well-being. This time calls for a new consciousness and a new collective leadership capacity to meet challenges in a more conscious, intentional, and strategic way. The development of such a capacity would allow us to create a future of greater possibilities.

Illuminating the Blind Spot

Why do our attempts to deal with the challenges of our time so often fail? Why are we stuck in so many quagmires today? The cause of our collective failure is that we are blind to the deeper dimension of leadership and transformational change. This “blind spot” exists not only in our collective leadership but also in our everyday social interactions. We are blind to the source dimension from which effective leadership and social action come into being. We know a great deal about what leaders do and how they do it. But we know very little about the inner place, the source from which they operate. And it is this source that “Theory U” attempts to explore.

The U: One Process, Five Movements

When leaders develop the capacity to come near to that source, they experience the future as if it were “wanting to be born”— an experience called “presencing.” That experience often carries with it ideas for meeting challenges and for bringing into being an otherwise impossible future. Theory U shows how that capacity for presencing can be developed.
Presencing is a journey with five movements:

As the diagram illustrates, we move down one side of the U (connecting us to the world that is outside of our institutional bubble) to the bottom of the U (connecting us to the world that emerges from within) and up the other side of the U (bringing forth the new into the world).

On that journey, at the bottom of the U, lies an inner gate that requires us to drop everything that isn’t essential. This process of letting-go (of our old ego and self) and letting-come (our highest future possibility: our Self) establishes a subtle connection to a deeper source of knowing. The essence of presencing is that these two selves—our current self and our best future Self—meet at the bottom of the U and begin to listen and resonate with each other.

Once a group crosses this threshold, nothing remains the same. Individual members and the group as a whole begin to operate with a heightened level of energy and sense of future possibility. Often they then begin to function as an intentional vehicle for an emerging future.

Seven Theory U Leadership Capacities

The journey through the U develops seven essential leadership capacities.

  1. Holding the space of listening
    The foundational capacity of the U is listening. Listening to others. Listening to oneself. And listening to what emerges from the collective. Effective listening requires the creation of open space in which others can contribute to the whole.
  2. Observing
    The capacity to suspend the “voice of judgment” is key to moving from projection to true observation.
  3. Sensing
    The preparation for the experience at the bottom of the U—presencing—requires the tuning of three instruments: the open mind, the open heart, and the open will. This opening process is not passive but an active “sensing” together as a group. While an open heart allows us to see a situation from the whole, the open will enables us to begin to act from the emerging whole.
  4. Presencing
    The capacity to connect to the deepest source of self and will allows the future to emerge from the whole rather than from a smaller part or special interest group.
  5. Crystalizing
    When a small group of key persons commits itself to the purpose and outcomes of a project, the power of their intention creates an energy field that attracts people, opportunities, and resources that make things happen. This core group functions as a vehicle for the whole to manifest.
  6. Prototyping
    Moving down the left side of the U requires the group to open up and deal with the resistance of thought, emotion, and will; moving up the right side requires the integration of thinking, feeling, and will in the context of practical applications and learning by doing.
  7. Performing
    A prominent violinist once said that he couldn’t simply play his violin in Chartres cathedral; he had to “play” the entire space, what he called the “macro violin,” in order to do justice to both the space and the music. Likewise, organizations need to perform at this macro level: they need to convene the right sets of players (frontline people who are connected through the same value chain) and to engage a social technology that allows a multi-stakeholder gathering to shift from debating to co-creating the new.

Theory U Encourages You to Step into the Emerging Future.

Examples of these seven Theory U leadership capacities can be found in a number of multi-stakeholder innovations and corporate applications. The Presencing Institute is dedicated to developing these new social technologies by integrating science, consciousness, and profound social change methodologies.

For more information: www.presencing.com

For a 17 page Executive Summary of the Theory U book, go to www.theoryU.com where you can download a pdf file and print it yourself. Or you can request a free copy, as a small printed and bound booklet, to be mailed to 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, TuneIn, Stitcher, Spotify, Amazon Music and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

This article is from the Presencing Institute. Otto Scharmer is a Senior Lecturer at MIT and co-founder of the Presencing Institute. He introduced the concept of “presencing”—learning from the emerging future—in his bestselling books Theory U and Presence. Otto is co-author of Leading from the Emerging Future. His most recent book, The Essentials of Theory U, outlines the core principles and applications of awareness-based systems change.

CC License by the Presencing Institute – Otto Scharmer  https://www.presencing.org/resource/permission.

Photo by Dylan Gillis on Unsplash

The Magnolia Moonshot 2030 Movement

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

 

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

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

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

Spiritual Divide

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

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

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

Social Divide

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

Current statistics reflecting the social divide include:

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

The Ecological Divide.

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

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

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

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

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

There are many examples:

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

 

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

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

 

About the Author

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

 

6 Essential Leadership Lessons Learned from Experience

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

 

How to turn experiences into valuable leadership lessons

What is Wisdom?

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

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

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

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

 

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

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

This article was originally posted on Psychology Today.

 

About the Author

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

 

Photo by Brett Jordan on Unsplash

Better Leadership, Positive Peace and More Positive Cultures

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This blog is provided by Mike Hardy, Board Chair of the International Leadership Association and Professor at Coventry University, Centre for Trust, Peace and Social Relations.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Better Leadership to Promote the Positives in Peace and Culture that aired on Tuesday, October 27th, 2020.

 

Of all the consequences of effective and ethical leadership, a positive impact on peace and peacefulness for us all is the one that matters to me most. The quest for better leadership is a continuing one, and the needs and urgencies for positive impact grow with intensity each year.

As Board Chair of the International Leadership Association I have watched, this year, with humility and astonishment how teams of scholars, business leaders, practitioners and (some) policy makers have strained sinews to elaborate and articulate how those with influence can use it better, and how those with reach can reach more and further.

At the close of the ILA’s Ottawa Global Conference in 2019 I observed how this quest for improvement must be a movement and not a moment. This continuing work needs to be distracted by moments but never stopped by events. We could not have foreseen the unprecedented events of 2020, the challenges for communities and policy-makers alike. But we must remain true to our commitment that better leadership can push us all towards a better world. And we must not be too worried about precise and constraining definitions; better leadership must not just be about doing the right things…but it must also embrace doing things in the right way –a commitment to ethics as well as effectiveness. In the same way a better world must include conditions more likely to deliver both a positive peace and more positive cultures.

A positive peace is far more than the mere absence of violence and conflict. It is a way of being, a set of attitudes, institutions and structures that create and sustain peacefulness in and between communities and societies. Like bad leadership it is often much easier to point out the negatives, the absence of peace. Similarly, positive culture is more than a description of characteristics and identities. It is a set of values, behaviours and attributes that enable and promote human flourishing, reinforce collaborative compassion and peaceful co-existence. We are still struggling to secure both. Both are critical factors for human flourishing –with peace and in peaceful times we can begin to address many of the sources of human insecurity- but often we remain more aware of its absence than its existence. And a positive culture is also elusive –a culture that promotes civic awareness, and participation, social equity and the well-being of a community, hence peacefulness for families and neighbourhoods, can often be more difficult to observe than a malevolent culture that strengthens some groups to initiate and perpetuate exclusion and at times violent conflict.

The COVID-19 pandemic has laid bare our vulnerabilities, divisions, falsehoods and brutal inequalities. Since this global human crisis took its toll on all of us – the forces of division and hate too have been placing the lives of vulnerable communities including religious and ethnic minorities, migrants, women, children and youth, in peril. Even old people and those with disabilities have not been spared. It is especially disheartening to witness a surge in hate speech, xenophobia, racism and many forms of discrimination. These deep fissures in the fabric of our societies weakens our resolve for peace and question what it is about our culture that creates so much room for insecurity.

So, our agenda for better leadership is more vital than ever as a part of a change agenda that promotes the positives in both peace and culture. I have been drawn to a powerful thought from this moment for our movement; a thought captured in a big question:  When this is all over –how do we want the world to be different?

As we battle the COVID-19 pandemic, and the many associated challenges of rising job-losses, deepening economic inequalities, the alarming increase in hate crimes across the world, we need to look beyond the moment and look to how culture and its development can help create a better world of tomorrow.   We need to face up to the real and gloomy conclusion that the distrust and fractured relationships in our neighbourhoods that feel so current in our culture have a common core: a real and hostile divide between people who are regarded as different; a dehumanisation of the “other”.  We seem to have a culture that looks to hold someone else responsible for the moment in which we find ourselves. Despite the crises that we face, we are nowhere near being able to answer this question about how we want the world to be. We know where we do not want to go and be: our social capital –relationships and networks in our communities that encourage calm and harmony, must help rebuild the confidence that the generations that follow will have more not fewer opportunities. And we must restore the beliefs that we once had by default that our created health, education and even financial systems, cherished institutions and welfare state are more than illusions. We must actively banish the dark forces than breed exclusion and divide.

Positive peace and positive cultures matter: a more equal, inclusive culture supports a safer, kinder and more prosperous society. Specific policies to meet the urgent needs of less advantaged groups can deliver a fairer world and lay the foundations for economic recovery and build resilience to future crises.

This is a moment when the convergence of energies towards better leadership and those towards positive peace can create provoke some positive change for the lives of people worldwide. This is not a small agenda -and it is quite a backdrop for our work in growing knowledge and understanding of leadership for a better world. A future world with positive peace and positive culture will help us to re-emphasise our belief in the importance of hope, and it will be through hope we can see evidence of a better future. But even hope will not bring the different world we wish for… that needs direct actions and a new direction and these require more effective and strongly ethical leadership.

Better leadership has two important roles to play: it must help us all to make sense of the turbulences and uncertainties, help shine a clarifying light on our challenges, and it must help us manage the changes that we need and that are taking place.

No small job then! And a compelling reason to make sure that you attend the ILA’s 2020 Global Conference –“Leading at the Edge”

Leading at the Edge
22nd Annual Global Conference
5-8 November 2020 | A Live Online Virtual Event
http://www.ila-net.org/2020Global

 

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

Professor Mike Hardy is the Founding Director of the Centre for Trust, Peace and Social Relations at Coventry University, in the UK. After a distinguished career, he returned to the academic world in 2011 as Professor of Intercultural Relations at Coventry University. Mike is active with UNESCO and the UN Alliance of Civilizations; he is currently lead advisor to the World Forum for Intercultural Dialogue in Baku, the World Peace Forum in Indonesia and directs the RISING Global Peace Forum at Coventry. Professor Hardy has been twice honoured, awarded the Order of the British Empire in 2001 for his peace-building work in the Middle East, and appointed a Companion of Honour of St Michael and St George in the Queen’s Birthday Honours, in June 2010, for his work internationally in Intercultural Dialogue. Mike is a trustee of The Faith and Belief Forum the leading interfaith charity in the UK and Board Chair of the US-based International Leadership Association.

 

A Tale of Two Leaders

pracademicThis blog is a companion to the interview with Dr. Gill Robinson Hickman and Jorrit Volkers on VoiceAmerica Innovative Leaders Driving Thriving Organizations” on January 24, 2017, focusing on leaders moving away from the cult of personality and toward supporting the mission of the organization by supporting followers. This interview was conducted at the International Leadership Association Annual Conference.

In its simplest form, the term pracademics is a melding of the words practical and academic. Pracademics involves resolution of challenges with practical actions that align with “correct” academic theory and academic theory.

John was the president of a third-party distribution company that provided a retail product and service for businesses. Throughout the course of his career, he had been very effective at spotting industry trends and shifting the organization to take advantage of those changes. This skill over decades created a financially strong organization. Unfortunately, he also had a blind spot in how he treated his people and his perception of his ability as a leader. He saw himself as the quintessential successful leader. As the world changed, he continued to lead from his stance of command and control. During his last couple of years, he fired a highly successful CIO and most of his team because he didn’t understand the need to make certain significant business changes.
The CIO was heavily research-based and, therefore, discounted as too academic and not practical. In one instance, the CIO made a change to the hardware and processes that allowed the organization to avoid a multi-day outage of all technology support because he remained current on the trends and research. This leader’s forward-looking and research-based decisions and actions saved the company hundreds of thousands of dollars with just this single event.

We all make mistakes and learn from our mistakes. The challenge is how to mitigate the impact of these mistakes. With the current rate of change, leaders are likely to make an increasing number of mistakes as the range of challenges they experience increases.
Full disclosure, I consider myself a pracademic. One of the differentiators for my company, Metcalf & Associates, is staying connected to the research community and translating highly valuable research into practical and cost-effective solutions. I do this because I have found solutions to my biggest problems within the research community that I couldn’t find elsewhere.

To clarify what I think is a common misperception, research is not just done in universities, it is also conducted in businesses and consulting firms, think tanks, and nonprofits. As we heard in the interview, we are seeing an increasing focus on partnerships in and across organizations and sectors where academics and practitioners partner. The International Leadership Association creates a forum to encourage this collaboration.

One of the reasons I moved in the direction of being a pracademic was that I worked with a consulting colleague who was highly trusted by his clients. He was highly experienced and had good intuition, yet I observed him making recommendations that I considered to be questionable. I looked to research to explore my concerns. It ended up being true that his work was contrary to the prevailing theory and, unfortunately, ineffective in the situation in question. That said, however, it is often these questions that help the researchers and practitioners begin the process of inquiry into changes in theory. Additionally, some of my most respected colleagues are considered pracademics. The ones I am thinking of both teach and work as practitioners.
So, why be a pracademic if being a solid performer and building on past successes has worked for your entire career?

  1. Well-researched and proven models will help you identify possible risks you have not experienced in a limited number of implementations, but may impact your success if you use a similar solution in a different setting.
  2. Researched frameworks are often designed to create repeatable solutions across a broad range of environments.
  3. Researched models often provide a more complete solution and better solution than those created to solve a singular or less complex problem. They are more robust.

As a practitioner, I identify the problems and a solution that is as practical and cost effective to implement as possible. I generally don’t have the time to look at the range of options across a broad solution set. For this reason, my solution is more likely to fall in the good enough bucket. That may work most of the time—but when it doesn’t, the risk to my business could be high. By adopting a solution that is research-based, I reduce my risk and I don’t need to invest the time in creating the solution.
Frameworks and models created by pracademics provide a mechanism to deconstruct complex challenges and examine them in a time-effective manner. Theorists do much of the heavy lifting to determine which variables matter. The leader needs to know which models and frameworks apply in a range of situations.

Skilled leaders are busy leading their organizations. For most people, this is just not going to happen. Turning to pracademics who create well-researched solutions is the best option to have well researched solutions tailored to their situation without needing to do the research themselves.

If your organization has a problem and you could partner with a researcher who would be able to identify a robust solution, consider it to a find solution and contribute to the body of research.

As leaders, we face a world that is becoming more complex by the day. I have found one of my success accelerators is creating the ability to contribute to research in a way that differentiates my organization because it allows me to adopt new and practical research more quickly than my competitors. While I am contributing to solutions that my competitors will benefit from, I am also positioning myself to benefit more quickly than many others. The commitment to research is a core element of our culture.
How does your organization bring together problems, practitioners, and academics to create robust solutions and minimize implementation risks?

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 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.