How are you equipping yourself and your leaders to ride waves of disruption like COVID-19 with greater ease? Whilst COVID-19 has been one of the biggest waves of disruption of this generation, clearly it won’t be the last.
We’re delighted to be presenting at the upcoming AC/IoC Leadership & Coaching Conference on 24th June. If you’d like to join us follow this link
During our conference session we’ll explore three things every CEO should know about equipping their leaders for transformation and growth rather than simply survival.
1) Leading in complexity
This requires different capacities to the past. When things are Volatile, Uncertain, Complex and Ambiguous (VUCA) a shift from Heroic to Post Heroic Leadership matters. This involves moving beyond more traditional styles of leadership to something that better catalyses the collective intelligence around the leader. We draw on the Leadership Agility 360 and Leadership Development Profile to identify and develop later stage leaders with the capacities to transform organisational systems rather than simply maintain and optimize existing ones.
2) Psychological safety
30 years of research from Harvard’s Professor Amy Edmondson points to a number of outer leadership practices that increase the psychological safety required for superior levels of collaboration, innovation, performance and growth. Google’s Project Aristotle also found that this sat at the heart of their highest performing teams. We help leaders and organisations measure and track this using the Psychological Safety Index (PSI). We also help shift the dial by teaching practices in situational humility, inquiry based leadership, generative listening and appreciation.
3) Neurophysiology of the leader
Like Google, SAP, Mercedes F1 and other progressive organisations, we also train leaders in the inner practices of psychological safety. Neuroscience now shows the impact of regular mindfulness practice on attention, working memory capacity, the autonomic nervous system, as well as empathic connection and collaboration. Leaders who meditate regularly develop a capacity to listen more deeply to those around them, become more open to diverse ideas and better able to integrate these into robust, adaptive solutions to today’s wicked problems. When team members feel safe to open up cognitive diversity is leveraged and teams become more generative.
If you’d like a short 90 second insight into the session follow this link
Here’s also a more in depth podcast interview.