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
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