How will organisations support their people to reconnect to their purpose and work in this new reality?
Navigating complexity and uncertainty of post pandemic work and life. Whilst organisations and leaders are forging new approaches, new kinds of leadership, it is equally important that individuals are given the opportunity to re-cast their path through disrupted, complex and uncertain post pandemic environments. It is clear that there is significant activity at leadership and organisational levels
If we endeavour to meaningfully engage with and steer complex systems rather than simply allowing ourselves to be subjected by them, then we must define a new leadership vocabulary to navigate the post pandemic ‘norm’. A global executive study and research report from MIT, “The New Leadership Playbook for the Digital Age: Reimagining What It Takes
New study looks at understanding the 4Cs of leadership - Conductor, Catalyst, Coach, and Champion. Research confirms that, “the pandemic has accelerated a pre-COVID-19 shift in how individuals and teams do intellectual work.”1 Since the onset of the pandemic, our collective notion of leadership has come into scrutiny and rightly so. The pandemic calls for collective trust,
Traditional models of leadership, change and transformation assume that our problem solving, innovation and lateral thinking capabilities have evolved in step with advances in technology and other signs of civilisation. The pandemic has exposed this assumption. Chair of Global Alliance in Management Education (CEMS) and The University of Sydney Business School Dean, Professor Greg Whitwell, said,
‘A hacker is someone who always assumes that one part is broken.’ John Wilshere, Founder of Smithery. Simply put, hacking is about observing a condition, finding the gap, shifting the dial and implementing focused adjustments, to make things better. History has many example of hackers. Florence Nightingale was a hacker. While she was treating injured soldiers during
Focused observations + adept listening +adaptive thinking + lateral problem solving = Leadership Extrovert are often seen as more creative than introverts even though “…there is zero correlation between being the best talker and having the best ideas. Zero! ” Susan Cain Like hackers, history and today’s business world is full of leaders who are or were
The 21st century has gifted us a complex environment, dominated by a flux of unprecedented threats and challenges. The challenges are here to stay, but we can eradicate the threat through discipline, focus, reasoning and engagement. Traditional models of leadership, change and transformation assume that our sense-making capabilities have evolved along with our advances in technology
How can emergent leaders remain effective in an environment that constantly evolves and becomes more complex?
Sensemaking is perceiving, making sense of, and acting upon the environment and events around us. This especially relates to new and unfamiliar stimuli. In business organisations, this helps people prepare for the future, or respond to events for which there are no established rules or policies. Sensemaking is our brain’s response to novel or unexpected
Talented professionals like you know they have more in the tank…You are aspirational, ambitious, purpose-driven and drawn to make a difference. Career transitions at every level – from technical or delivery excellence to a larger span of influence and complex roles – require a shift in ways of thinking, working, engaging, communicating and behaving. Rather than break
Hello, Research maintains that only 5% of leaders have the capacity to both sense-make and make sense of systemic complexity and to lead transformational change. We know that attention needs to be given to develop the mindset, capabilities and impact required to swell the ranks of modern emerging leaders equipped for uncertain times. A key challenge is