Inventing The ‘New’ – scaling courageous change.
Before the coronavirus struck, it was clear that success and thriving in the ‘20s requires new, innovative, agile approaches to business (and indeed life), that are fundamentally different to those of the past. The drivers of this change are individuals with a bold vision and an ability to support an inclusive entrepreneurial spirit and who can
Is it about ‘Fail Fast’ or ‘Learn Fast (and act)’?
The pace of change and disruption is calling for an inventive approach to leadership development. It’s not about polishing the old ways or tweaking the edges. These complex environments and dynamic systems demand a complete reset - a new mindset, an expansive toolkit, renewed collective intelligence and an ability to process and act. Growing
FIRST 100 – Emergent Leaders | Divergent Thinking
“If one connection can change your life then, what happens when 100 like-minds are connected and charged with the skills to catalyse their individual and collective potential?” The 21st century has gifted us a complex environment, dominated by a flux of unprecedented threats and challenges. The challenges are here to stay. How can we meaningfully engage
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
Growing a practice of observation, reflection and action
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
Cs the day – what does leadership look like in 2021 and beyond?
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,
The hack mindset
‘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
Rethink : Reframe : Reconnect First 100: 3R’s
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
What happens when…
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
First 100
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
