1. The Leadership Gap
2. Three Essential Leadership Questions
- what is leadership and who is a leader?
- what are leadership filters?
-- Meeting business and/or financial goals.
-- Positive reviews from peers and managers.
-- Supporting and building up other team members.
-- Collaborating across teams and geographies.
-- A strong moral and ethical compass.
-- Promoting and helping create a diverse and inclusive enviroment.
-- Ability to engage, empower and inspire others.
-- constantly delivering great quality work.
* As a leader yo must be willing to dig into the details but you also need to be able to step back and look at things from a 30K feet view.
* Ask yourself what are the most important things relative to your organization?
* What are you trying to accomplish? How do you want people to behave?
* What do you want to deliver? and how do you make an impact?
* there's no hortcut to being a great leader. In fact, getting there will take time and you will likely face ups and downs along your journey. In order to get what you want, you must do those things that give you the confidence to do just a little bit more the next day. Nobody like failure. Failure simply represents a challenge and a learning opportunity, not something to avoid. I believe the greatest point of growth occurs when you get uncomfortable and push yourself outside of your comfort zone. You must put your toes on the edge of 'comfortable' and step into uncertainty to make a real difference in your life.
3. The Impact of a leader
* When you're leading an org, you have to take into account that people are always the most important thing in the company. How you recruit those people, how you motivate them, how you task them with the oeverall mission and what you want to accomplish, is the core of leadership.
4. AI and tech
- Focus on the human side of leadership.
- Help others understand the impact that AI and tech can have on jobs and careers.
- Look at the ares where tech can be used to add value to empoyees as opposed to wehre it can replace them.
- Experiment with different tech on an ongoing basis and get familiar with what they are, what they do, and how they work on a high level.
- Explore areas where tech can be used to enhance and improve the employee experience.
- View AI and tech as partners to your org.
5. Pace of Change
* The pace of change today is slower than it will ever be again. If you look at it from that perspective, you realize that there is very little time to learn about, acclimate to, and promulgate amongst your people, firned and new processes and new ways of doing things. That pus a lot more pressure on leadership than we've ever seen before. The role of leadership is much more focused on what is coming and getting people througout the org to change the paradigm and change it constantly. So I think that has fundamentally changed what the role of a leader is and that will become even more important as we go forward.
- Experiment and test idas frequently.
- Be comfortable challenging and not haning on to the status quo.
- Embrace uncertainty and don't let feare guide decision making.
- Surround yourself with people who are smarter and more capable than you.
- Giveemployees tat all levels and roles a vice to share ideas, solve problems, and identify opportunities.
- Build alliances with people and organizations.
- Revisit your likely outdated workplace policies, procedures, and rules.
- Focus on improving communication and collaboration across teama and geographies.
- Pay attention to trends impacting your industry, your company, and your career.
- Understand that this is the new normal.
6. Purpose and meaning
Creating meaningful work
Job: what you do -> Purpose: intention -> Impact: Outcome -> Meaning: Why you do it
- Differentiate between job, purpose, impact, and meaning; they are not he same thing.
- Make sure you understand your job, purpose, impact, and meaning first before helping others understand theirs.
- Focus on storytelling to help employees understand how their work is having an impact.
- Get to know your employees as individuals to find out what motivates and drives them.
- when attracting and retaining talent, make purpose, impact, and meaning a core part of your org.
- Consider running your own workshops and training sessions focused on purose, impact and meaning.
7. New talent landscape
* We are moving from an era of lifetie emplyment to lifetime employability. If your people don't feel that they are learning and progressing, they they will elave you, and they should! Why would they want to be a part of an org that is making them obsolete? As a leader it's your job to make sure that doesn't happen. We have to admit that we are not dealing witht he same talent landscape we were in the past twenty or even the past ten years where we assumed people will stay foreever.
* Those that are giong to succeeed will succeed because they have the very best talent and the very best people. Understanding how to identify that talent, how to recruit that talent and how to motivate that talent. I think is going to be much more importnat in the future that it is even righ tnow.
- Invest in reskilling and upskilling programs.
- Strive to develop diverse teams and question what you are doing to make those diverse teams feel like they belong.
- Create programs that allow older worders to remain a part of your org; for example, hoave them stay on as a coach or mentor.
- Help employees understand how their careers and jobs are changing and what skills they can learn to stay relevant and valuable members of the company.
- Create talent profiles and work to identify the potential jobs and opportunities that your company will have in the future. Look beyond today's talent.
- Tie diversity and inclusino and training and upskilling efforts to salary and incentive programs.
8. Morality, ethics and transparency
* If you believe your role as a leader is to be the smartest person in the room and to make sure that everybody knows how smart you are, you're wrong. If you bellive that your role as a leader is to create an environment in which others can be successful, then you're on the right track. You need to be a values-driven leader. Integrity in this world of transparency is mroe important that ever. It's not jsut about complying with the rules. It's about doing the right thing.
* Future leaders must practice constanct reflection and transparency, not just by themselves but with their teams. When I hold meetings, anyone is allowed to question a practice, a policy, or a behavior in our company and they are also allowed to question me as a leader. There should be no place for leaders to hide in their orgs.
* Most successful orgs communicate clear values. That is foundational. As org leaders, we also need to stand for something as the peole we are. Our talent and clients want to know what our firm is committed to, and they want to know what ourleaders are committed to as part of their professional and personal lives.
* For a long time, I thought that leaders had to look and behave a certain way and that they had to behave with absolute authority and never how weakness. I had the opportunity to work with this amazing coach. She makde this comment to me at one point: " You know, it's kind of like you're wearing a gorilla suit a lot of the time. You're sipped up inside this hot, sweaty suit. but you're really not acting like yourself." It was a really liberating thing to hear. I took that gorilla suit off and I became true to myself in terms of what I belive in as a person and how I communicate with eople, and I allowed myself to be really confident.
- Understand your own moral compass. What is it that you stnad for and belive?
- Overcommunicate the importance of doing the right things and being ethical and moral.
- Offer quidance and support to other leaders and employees who are struggling with ethics and morals.
- Beas transparent as you can in any many areas as you can.
- Take a stance. It's no longer good enough to float in neutral territory.
9. Globalization
- Experience leading in different parts of the world throughtout your career.
- view foreign ideas, cultures, and people as opportunities to learn, rather than as things to fear.
- Understand the big picture of the buisiness as opposed to just focusing on a particular segment.
- Pay attention to global macro trends.
* The world is simultaneously becoming more global due to digital tech and infra, and more loca, with a strong comeback of regional specificities where a good knowledge of local culture is a crucial condition for success. Consiquently, the leaders of companies have to deal with these tow opposing trends.
10. Are we ready for these trends? No.
11. Challenges
- Futurize
-- Short tem + long term thinking
-- Adapt to teach
-- Keep up with pace of change
-- Move away from status quo
- Humanie
-- Lead diverse teams
-- Reskill and upskill
-- Attract and retain talent
-- Focus on doing good
-- Make the org human
* During my carrer, one of the greatest lessons Ilearned was the imprtance of anticipation. I would alwyas look forward ut plan backwards, meaning I wuold always look toward a new horizon, but I would look toward that new horizon early on. I was constantly put into positions where I couln't use past approaches or methods, so I had to create new ones. One of the things that makes a great leder is their ability to learn from the old but to create the new.
* The way forward is being authentic, spending time with your stake holders just as you are., leading your tema, just asyou are and even being on social media just as you are and the way you really behave. You can't expect others to be authentic and transparent if you as a leader are not prepared to e those thigns yourself. In this hyper-connected world, we ahve to lean toward humanism, puttnig people at the center of things.
* If you want to attract and keep top talent, then you need to make sure to invest in their experience. Employees have more power and this will only continue to increase. We have to build orgs with our people, not for them. Leaders much understand that they and their orgs are nothing without the people whowork there.
* How will you repond as a leader when a large percentage of your workforce is legitimately worried about being idplaced by tech? A true test of leadership is the ability to continually invest in your team. We distinctively invest in frontline teammates to give them opportunities for growth beyond the standard career ladder. Professional development additionally requires an invenstment in personal self-awareness and mindfulness. Encouraging teammates holistically drives the motivation and resilience when new tech emerges.
* there has to be a borader awareness for leaders about how you're operating in other spheres, in addition to just the capital makets. Leaders must understnad how their orgs operate within our poplitical system, our social system, with disadvanced communities, and the like. Leaders of all instutitions need to ask themselves how they are contributing to the greater good and how they are im pactin people.
THE FOUR MINDSETS OF THE NOTABLE NINE
12. The explorer
- Curiosity
- Joyous Exploration
- Deprivation snsitivity (recognizes the gap between what they knkw and what they want to know and then try to close that gap.)
- Openness to people's ideas
- Stress tolerance
* Future leaders must instill a learning culture in their orgs. Orgs nthat are not cotinually learning and adapting will lose their competitive edge and ultimately won't survive. We've seen this over and over, and we'll see it happen more often and faster in the future. Morover, orgs that do not develop a learning culture will not be able to hire and retain the kinds of talent they need to succeeed. Those peole will just to somewhere else. Fore future leaders, this type of perpetual learning is a sessential as air and water.
* I am responsible for taking action, asking questions, getting answers and making decisions. I won't wait for someone to tell me. If I need to know, I am' responsible for asking. I have no right to be offended that i didn't get this sooner. If I amdiong something others should know about, I am responsible for telling them.
* Our whole lifke is an Education -- we are ever-learning every moment of tie, everywhere, under all circumstances something is being added to the stock of our previosu attainments. Mind is always as work when once it'sperations commence. All people are laners, whatever their occupation in the field.
Growthmind set, adaptivibility and agility.
* As a leader, you must e comfortable with creating innovative cultures. This means being open to and actually encouraging people at every level and every part of the business to ask questions and challenge you as a leader with new ideas and ways of thingking. Asking questions and challenging a leader and the status quo used to be viewed as a problem; today thisneed to be celebrated.
13. The chef
Humanity + Tech
* There's so much focus on tech and how it's going to change the workflow, the work product, and how we communicate with customers and employees. It's vital to not lose sight, how ever, that the world still goes around because of relationships between people. I think current and future leaders need to be able to work both with people and tech, which will require more collaboration and teamwork.
* A leader of the future will have to be astute enough to balance automation with the human touch. They have to decide what types of tasks to automate so that people can spend more time on high-value activities and also decide which businesses will continue to benefit from human judgment.
* You can have great assets and great tech but if you don't have great people, then you aren't going to maximie those things. It's the human and emotional intelligence component that is crucial today and will be more so in the future. I'll take an emotionally intelligent person over a piece of software any time... combine the two and unleash breakthrough results!
* You have to love and respect the peole you work with to be a great leader. You have to want to see people really succeed in order to lead them. I think that people in an org need to know that someone is looking out for them and their career, in order to build loyalty. For me, it's about finding the peole who are great, and building a real working relationship with them so you know how to keep them motivated and inspired and they in turn continue to deliver phenomenal results for you.
* The world is arguably more chotic and unpredictable than at any time in recent memory. Gross inequlity has left billions behind without access to basic human needs, such as work, education, healthcare, and sanitation. Ideological differences are straining national cohesion., which has fueled mass migration and the refugee crisis. The fourth industirial revolution, defined by rapid tech advancements, is fundamentally transforming industires and the world of work. And, most alarmingly, we are facing a climate emergency that threatens the future of humanity. this combination of volatility and change has understandably bred huge insecurity and disillusionment and led to a world where trust - particularly in political leaders and governments - is extremely low. There are enormous challenges for future leaders, who must find a way to reconnect with citizens and restore confidence ina reformed economic and social system that is more inclusive, equitable and sustaianable.
- Purpose-driven and caring leaders
-- engage with all empolyees
-- Practice empathy and self awareness
-- Understand this is a choice they make
-- fight for a cause
-- See employees as humans
14. The servant
- Realie the power of the customer experience mindset
- Build a customer-centric culture
- Develop customer-focused leadership
- Design the zero-friction customer experience
- Create customer experience-focused marketing
- Leverage customer experience tech to make customers' and employees' lives easier and better
- Undergo a digital transformation
- Focus on personalization for the customer experience of the future
- Embrace customer experience anlaytics
- Define your code of ethics and data privacy in customer experience
* Service to yourself
* Humility and vulnerability
* It's not the alpha type of leader that we need in the future. We need a humble person who is able to unleash the potential of people. I very much believe in the idea of modesty, staying humble and approachable. In fact, I spend a lot of time with employees at all levels of the org,which is something I found to be very helpful. It teaches me a lot, especially when I talk with younger employees. My advice for current and future leaders is to spend as much time outside of the ivory tower as you can with employees at all levels, not just other executives. It will make you a better leader.
- What did I do to help my leader today?
- What did I do to make the lives of my customers easier and better?
- What did I do to help make employees more successful than me?
- What did I do to make sure that I am taking care of myself and allowing myself to be the best leader that I can be?
- did I have fun at work today?
15. The global citizen
* Being a global citizen is not automatically about living in different countries or traveling all the time. It's about having a global mindset. You have to be open to other people and ideas and to respect the diversity of cultures, religions, ethnicities, races, thoughts and orientations. This is essential for the future leader. Leaders must be curious connectors and understand the perspectives of those you are not like them, use those perspectives, and adapt to different ways of doing things. Listening to this diversity as well as including it, appreciating the richness of humanity, makes me more lbalanced, more grounded and more impactful. Peole still buy, sell and work with people, so being a global citizen means you understand people, all people.
THE FIVE SKILLS OF THE NOTABLE NINE
17. The futurist
* The fact is that adapting to change is not enough; we need to lead change and create the future. Adapting is keeping your head above water, but leading and creating is sailing on top of it. As leaders, we need to balance pragmatism and speed with careful consideration for the implications of our decisions for our companies and our people in contexts that are always new. Leaders who think of adapting are already behind; leaders who think of creating are the ones who will succeed.
* For many years, leaders made decisions and created strategies based on instinct and intuition. This is, of course, still important today but now we have the addtion of data and tech that can help us determine if we are moving in the right direction. For leaders of the future, it's not about pickign a single path and sticking to it; it's about exploring many paths at the same time, seeing around many corners to understand the best way forward.
- Cone of possibilities
-- We are here at a dot.
In all possible futures, there are
-- possible but not likely
-- likely to happen
-- want to happen
-- Why might 'this' happen or not happen?
-- What else might happen?
-- what do I want to happen and how can I make it happen?
- what factors might influence why this will or won't happen?
18. Yoda
- Empathy: the ability to recognize and understand other's motivations, which is essential for building and leading teams successfully.
* To be able to put yourself in somone else's shoes and to look at any dilemma or any problem you're trying to solve from multiple perspectives, is one of the most important things for leaders to be able to do. You also want to build a team that has multiple perspectives as well so that you can find sommon ground and then get to the best possible solution.
* Over time, future leaders must be able to empathize and be dialectical, more than we are today. By dialectical, I mean being able to overcome your biases and being flexible in your thinking, not rigid. leaders need to be able to get out of their own heads and understand the perspectives of customers and employees. This ability is essential for future leaders.
- self-awareness: the ability to recognize and understand your moods and emotions, and how they affect others.
* Your self-awarenes will set the upper limit for all of the skills that are important to be successful in business in the twenty-first century. The people who know this and work to improve really do have a unique edge.
* I plan my week with purpose and that's been effective for me. I have a mission statement and it has guided my choices professionally - where I want to work, how I want to work.
- Self-regulation: the ability to control impulses and moods and to think before acting.
- Internal/intrinsic motivation: being driven to pursue goals for personal reasons, rather than for some kind of reward.
- Social skills: the ability to manage relationships and buidl networks.
* We spend most of our lives learning how to do, teaching people how todo, and yet we know that in the end it is the quality and the character of the leader that determines the performance and the results. So leadership is ta matter of how to be, not how to do.
- They listen more than talkign.
- They emphasize the how and why instead of simply telling people what to do.
They engage team members and recognize their contributions, rather than continually criticizing and correcting their mistakes.
- They resolve disagreements openly and deal with people's emotions during conflict.
- They understand what energizes and engages people on their teams: and create environments that foster that energy.
- They encourage team members to stay five years or more in the org, because they feel engaged and able to do their job effectively.
* Leaders have to start with self-awareness. I am amazed at people who are incredibly self-aware and I am equally amaed by people who have no self-awareness. This is critical for success, because it goes back to learning agility and change. You must always ask yourslef, 'how can I do that better?" "How can I do that differently?" or "what di dI do well?" And you have to take perspecties from those around you. If you aren't self-aware, then you wno't have ansers to these questions, and you may not even ask them to begin with. And that's no way to lead, especially in the future.
- Perspective taking or puttnig yourself in someone else's shoes
- Staying out of judgment and listening
- Recognizing emotino in another person that you have maybe felt before
- Communicating that you can recognize that emotion
19. The translator
* You will never please everybody but you must always listen to people's views without unraveling, be able to communicate effectively, course correct as needed, and keep moving ofrward.
* I sit everybody down and ask them to tell me what we should keep doing, what we should stop doing, and what we should start doing.
keep/stop/start excersize
Level1: You create a safe environment where pretty much anything can be discussed.
L2: You put away distractions like phones and make appropriate eye contact
L3: Try to understand the main focus of what other's are saying. this means you can identify the key ideas, you ask questions to clarify points or issues, and you can restate these things to make sure you understand everything correctly.
L4: Pay attention to nonverbal cues such as body language, facial expressions, or tone of voice. In their article, Zenger and Folkman wrote that around 80% of what we communicate comes from these signals, which means you don't jsut listen with your ears, you also listen with your eyes.
L5: Understand the motions and feelings of the other person and you acknowledge them. This is where empathy comes into play.
L6: Ask good questions that are designed to let the other person see a new perspective or challenge an assumption they might have. It's important that you as the listener don't take over the conversation.
* A leader who doesn't adapt to the new ways of communication will nver be heard. We aren't getting and sharing information the same way we used to. Understanding the various tools we have to communicate as well as how to communicate across different channels is essential, and as the number of ways to communicate increases, this skill will only become more valuable.
- What are the best channels to use to get information across?
- How does the way you communicate make those around you feel?
- Are you communicating in a clear, open, passionate, and humble way? Are you beni ghuman?
- If someone communicated to you in the same way you are communicating to others, what impact would it have?
20 Coach
- Push: Motivate
- sustain: Engage
- Pull: Inspire
* If you want to get better and long-lasting results for your org, you must be inspiring leader. Communicating and connecting those values to diverse stakeholders is one of the most important roles of a leader in any org and I belive that can only be done through transparency, truth, and values. You have to lead through values that make peole want to be part of our org in their most varied roles, be it our employers, clients or any sothe rstakeholders.
* One mark of a future leader is the ability to work alongside people of different ages and backgrounds.
* Leaders must demostrate that they cultivate an environment of belonging by acknowledging that we are more a litke than we are different and by celebrating each individual for who they truly are.
- Real team: clear boundaries, interdependce among members, and at least moderate stability of membershp over time.
- Compelling directions: a clear purpose that is challenging and consequential, something that focuses on the ends ot be ahieved rather than just the means to pursue it.
- Enabling structure: a structure that enables teamwork, as opposed to hindering it.
- supportive context: resources such as training, rewards, and access to information that enables team members to work effectively.
- Competent coaching: someone who can help with mentoring, advice, getting over obstacles and challenges, questions and the like.
- Shared mindset: creating a common understanding and ientify; for example, focusing on similarities as opposed to differences.
- Waht excites them the most?
- What stresses them out or drains them the most?
- What are they most passionate about?
- What are their strenghs and weaknesses?
- What are their hobbies or interests outside of work?
- do they ahve a family, and if so, do you know anything about them?
- What are their professional and personal goals?
- What do they think of you as a leader?
21. The tech teenager
Leaders don't need to understand the details of how the tech will be deployed, but they do need to understand what impact a particular tech might have on the business.
- what does the general tech landscape look like? What are some of th eemerging tech out there today?
- How might your org use various tech to improve things like customer satisfaction, employee experience, or productivity?
- What might happen if the org doesn't make investments in tech?
- How are your customers and employees using various tech?
22. The future leader
Golden triangle of leadership
Belifs, actions and thoughts
Look at your present state
Practice the skills and midsets
Build your tribe
Avoid a typical day
Themore routine and typical your job and your day become, the more irrelevant and replaceable you might be.
Ex. take a different route to work each day.
change things up where and when you can keeping the overall structure/routine.
Guide others
when you guide others, they in turn will guide you.
