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Courageous Leadership in Your Sphere of Influence

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Courageous Leadership in Your Sphere of Influence

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This blog is provided by Erica Fowler. It is a companion to the interview with Mike Gerbis on Innovating Leadership, Co-creating Our Future, Courageous Leadership Is Required to Address Global Issues which aired on 2/18/20.

The International Leadership Association (ILA) held its global conference in Ottawa, Canada, in 2019 with the theme’ Leadership, Courage Required‘. Maureen Metcalf, ILA fellow, hosted a series of live-recorded interviews with global leadership experts to explore their research, best practices, and expert view of the complex issues facing us today. Mike Gerbis is one of those leaders – a change management professional and expert in replacing conventional commercial processes with sustainable ones. In this interview, he discusses approaches with which he has found success in his career and how they can be applied to global social justice campaigns to impact meaningful change.

Change is hard. And making significant changes can feel so impossible that it may not seem worth trying. We often think that courageous leadership means an influential leader with a wide-reaching voice and an army of boots on the ground to implement a plan. While Mike observed that one type of leadership does come from the top down, it is not the only type of leadership needed. The grassroots movement, or as another leader called it, the plural sector or individuals and the communities in which they live, is a vital component to enacting change on a large scale. It comes down to the small changes each individual can make within their lives, or as Mike says, their sphere of influence.

His message resonated strongly with me and the season of life I have recently entered – graduate school firmly behind me, entrenched in my career, and preparing to start a family. Similarly, my peers are working to advance their careers and raise families, sometimes both at once. We often find it hard to get through the day in one piece, much less change the world.

Mike provided strategies for those who feel too busy to get involved in bigger community efforts or find the prospect of such efforts overwhelming. These small actions, taken together, can add up to a formidable force of change.

  1. Be authentic. Find a cause you are passionate about and lean into it, whether it’s eradicating childhood poverty, combating climate change, or simply composting for your garden. Your investment in the cause matters most.
  2. Share your privilege. Open doors for others who don’t have the same opportunities. Mike shared a story of a woman who attended an event he helped organize. She was the only woman of color with an indigenous background in attendance, and Mike had not noticed. Realizing an opportunity, he asked for her guidance and subsequently set diversity targets for future events, like making sure speakers were half male and half female. You may not be organizing global forums, but you could volunteer in your community to open doors for those less fortunate or foster mentoring relationships with students entering the workforce.
  3. Embrace diversity through listening and communication. In pursuing our passions and with modern communication at our fingertips, it can be easy to insulate ourselves in a bubble that lacks diversity. Surrounding yourself with likeminded people can be a pleasant escape from the current political climate, but you might be missing important information. Listen openly to people that have different views. Learn something and then teach them something in return. A respectful exchange and new perspective on one another’s beliefs can go a long way in moving us forward.

Young professionals juggling careers and parenting young children may feel their sphere of influence extends no further than the four walls of their own home – and even that might be stretching it! In reality, that sphere will expand considerably as new seasons of life come and go.

Mike notes that one of the most significant contributions that we can make to society is to raise our children to be responsible citizens and consumers. And if you do not have children, this same concept can be applied to anyone that looks to you for guidance, whether or not you know it!

Courageous leadership can take on a variety of forms, but the building blocks are consistent at any level. Teach others with your language and your actions to be authentic, share their privilege with others, and embrace diversity through communication and active listening.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Erica N. Fowler, Ph.D., is a strategy and analytics professional with a profound interest in developing data-driven solutions to improve health and business outcomes. She studied Public Health specializing in social epidemiology at The Ohio State University and holds ten years’ experience melding industry experience with academic discipline. Her experience includes analytics product development, measurement strategy, database operations, business intelligence analytics, and statistical modeling.

Dr. Fowler’s passion is professional development consulting as a certified Birkman Method consultant. She uses the Birkman Method, enhanced by her analytic skillset, to develop individual and group programs that foster emotional intelligence to improve communication skills and productive teamwork.

Her day job is Product Manager for the Applied Data Science and Omnichannel Experience teams at Syneos Health, the first end-to-end integrated pharmaceutical solutions organization. She serves as a contributing faculty member to the Health Education & Promotion program at Walden University, where she oversees the dissertation process for doctoral students. In her spare time, Dr. Fowler enjoys traveling the world, yoga, reading, and spending time with her family.

 

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Key Findings from a U.S. National Survey About Leadership

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Key Findings from a U.S. National Survey About Leadership

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

This blog is provided by Lynn Shollen and Elizabeth Gagnon of Christopher Newport University in Newport News, Virginia. It is a description of the top line findings of a survey about leadership that they conducted last year. You can read much more about the project on their website. The blog is a companion to the interview with Sam Wilson and Lynn Shollen that aired as part of the 12-week International Leadership Association Interview Series on Innovating Leadership, Co-creating Our Future. The interview aired on Tuesday, February 11, 2020 titled Research Findings on Attitudes About Leadership.

 

A new, annual national survey of attitudes about leadership in the United States uncovered widespread and increasing dissatisfaction with U.S. leaders, along with skepticism about the preparedness of younger generations to lead into the future.

Key findings from our scientific online survey of more than 1,800 people include:

  • Only 28 percent of those surveyed believe leaders in the U.S. are effective
  • Leaders are seen as less effective now than compared to 20 years ago (60 percent)
  • Leaders are regarded as too removed from the experiences of ordinary people (74 percent)
  • Many believe it is too risky in today’s social climate to be a leader (46 percent)
  • Many believe that unless they are at the top of an organization, they may not be able to be influential even if they try to lead, because leaders at the top are so powerful (49 percent)
  • Younger generations are not widely seen as being equipped to lead (57 percent)

These results are discouraging because we know that effective leadership is crucial if we’re to thrive socially, politically and economically. We do detect a few reasons for optimism, but overall, our findings have to be worrisome for our country’s leaders, for leadership educators and for all who care about the quality of leadership now and into the future.

The 1,849 respondents comprise a nationally representative sample based on gender, ethnicity, age, income and other factors. They were asked to think broadly of leaders and leadership rather than focusing on specific leaders or situations. We are not seeking opinions about Donald Trump or Bill Gates. The survey isn’t intended to examine perceptions of how specific leaders are performing, rather how people view the effectiveness of leaders and leadership generally within the U.S.

The survey defined leadership as the process of influencing people toward achieving a common goal, and leaders were defined as people who achieve that goal. Regardless of whether you have a formal title, you can be a leader. Leadership happens everywhere, not just in the most obvious places, such as government or business.

But in many places that leadership happens, it is seen as lacking. Fewer than 25 percent of the respondents say leaders in education, religion, national politics or the environment are effective.

Even as they criticize current leaders, survey participants say they are reluctant to step forward. Only 15 percent of the respondents claim they are involved in leading their community (although they may indeed be leading and not identifying their contributions as leadership). Further, it appears they don’t have high hopes for future generations. Nearly 60 percent of the respondents say younger Americans are not ready to lead and only 33 percent voiced confidence that young people will be able to steer the nation through the challenges ahead.

There is another cause for concern. When the morality of the leader is considered, half (50 percent) claim it is more important that a leader works for major issues that align with those the respondent supports than whether the leader adheres to high moral standards. Thus, half of the sample does not value leaders upholding morality as much as leaders supporting particular issues and agendas.

In terms of what respondents are looking for in leaders, 74 percent believe that the best leaders understand the experiences of ordinary people. About two-thirds believe leaders at the national and local levels should create an environment that supports diversity, considers perspectives of diverse people when making decisions and seeks to take care of the natural environment.

About half also say they’re comfortable with a leader who is different than them in gender/sex (56 percent), race/ethnicity (56 percent), sexual orientation (49 percent) or income level (48 percent). Fewer say the same about religious beliefs (43 percent). Political differences are a bigger sticking point, as only 28 percent say they are comfortable with a leader who holds opposing views, and only 34 percent would follow such a leader.

Participants were also asked where they went for information about leaders and how reliable those sources are for evaluating leaders. Television is the number one source sought for information (55 percent), trailed by non-social media online sources (44 percent). Half (50 percent) of respondents claim that social media (e.g., Facebook, Twitter, Instagram) does not provide them with adequate resources to make accurate evaluations of public leaders, whereas, just over half (53 percent) claim that traditional media (e.g., newspaper, television, radio) does provide them with adequate resources.

The results of the survey were first discussed at the 2019 annual conference of the International Leadership Association in Ottawa, Canada. The researchers received helpful feedback there and plan to delve into the nuances of the data by examining the results by demographics such as gender/sex, race/ethnicity, geographic location, religious beliefs, political affiliation, sexual orientation and income level. These results will be released as they become available. The survey will be conducted annually to track trends and to add questions relevant to contemporary issues.

 

For additional survey results and information, please visit www.cnu.edu/las or contact the researchers at ldsp-survey@cnu.edu

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Authors

Dr. Lynn Shollen is Associate Professor of Leadership Studies and Department Chair in the Department of Leadership and American Studies at Christopher Newport University. She earned her Ph.D. in Higher Education Policy and Administration at the University of Minnesota. Her research interests include the faculty to administrator transition, identity and perceptions of leadership, leadership identities construction, and teaching about women and leadership. In addition to numerous journal articles, she co-authored the book Faculty Success Through Mentoring: A Guide for Mentors, Mentees, and Leaders.

Dr. Elizabeth Gagnon earned her PhD at Old Dominion University. She is Senior Lecturer in the Department of Leadership and American Studies at Christopher Newport University. She teaches courses in civic engagement, social entrepreneurship, leadership theory and ethics and values in leadership. Journals publishing her research articles include the International Journal of Leadership Studies and the Journal of Higher Education Outreach and Engagement.

 

The Australian Leadership Index: A New Measure of Leadership for the Greater Good in the Public, Private and Plural Sectors

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The Australian Leadership Index: A New Measure of Leadership for the Greater Good in the Public, Private and Plural Sectors

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

This blog is provided by Sam Wilson, co-creator of the Australian Leadership Index. It is a companion to the interview with him and Lynn Shollen that aired as part of the 12-week International Leadership Association Interview Series on Innovating Leadership, Co-creating Our Future. The interview aired on Tuesday, February 11, 2020 titled Research Findings on Attitudes About Leadership.

 

Against a backdrop of unethical conduct and irresponsible leadership in our organizations and distrust of institutions in the public, private and plural sectors, there is a pervasive sense in the community that we are not well served by authorities and the institutions that they lead. As a result, there is a yearning for leadership that serves, and is seen to serve, the greater good.

However, what is the greater good? What is leadership for the greater good? What are the collective responsibilities of those who collectively manage, govern and lead the organizations and institutions in the public, private and plural sectors, and what should they be, in order to show leadership for the greater good?

Obviously, these questions are not especially new to scholars of leadership, as evidenced by the attention given to the ideas of social responsibility and shared value, in the domain of business leadership, and integrative leadership and public value, in the domain of public leadership.

It is, however, less clear what the community thinks about the notions of the greater good and leadership for the greater good. It is not obvious whether community expectations of leadership for the greater good are invariant across the public, private and plural sectors, or whether public opinion is alive to and reflective of the different purposes, goals and functions of these sectors.

Notwithstanding the great difficulty of defining the greater good, in general, and leadership for the greater good, in particular, it behoves us to think and talk about these concepts and practices in the public domain as clearly as we possibly can if we are to imagine, practice and sustain the leadership and followership needed to ensure the long-term welfare and well-being of the general population.

How should we think about the greater good?

The concept of the ‘greater good’, and its synonyms the ‘public good’ and ‘common good’, as well as related ideas like ‘public value’, has the quality of being familiar and commonplace. And yet, these concepts are difficult to articulate in a precise or comprehensive way.

Moreover, as observed by the philosopher Hans Sluga, the diverse conceptions of the good—such as justice, happiness, security—and the variety of tribal, local, national and global communities for which the ‘good’ is sought militates against the identification of a single, determinate good.

However, a promising candidate for the greater good, apt in the context of our grand challenges of unsustainability and diminished human and nonhuman flourishing, is the well-being of the whole.

Understood in this way, the greater good is less about justice or happiness or security and more a gestalt or umbrella term for a number of interlocking concepts pertaining to the conditions that undergird and sustain the survival and flourishing of human and nonhuman life.

To render these ideas less abstract and more actionable, it is helpful to frame the greater good, as well as the conditions and social actions that sustain it, in terms of value creation—specifically, the types of value that are created, the ways in which value are created, and for whom value is created.

Understood in this way, the value-relevant outcomes of institutional behavior enable inferences to be made about their apparent concern for the greater good, as well as about the concern for and practice of leadership for the greater good by those collectively responsible for the management, governance and leadership of these institutions.

The Australian Leadership Index

This construal and operationalization of leadership for the greater good underpins the Australian Leadership Index, which is a new measure of community beliefs about leadership for the greater good in the public, private and plural sectors.

Grounded in community and expert conceptions of the greater good and leadership for the greater good, and drawing on scholarly research into ethical, responsible and integrative leadership, as well as research into public value, the ALI offers a new model of leadership for the greater good that is germane to institutions in the public, private and plural sectors.

From a community perspective, leadership for the greater good occurs when these institutions create social, environmental and economic value for the people they serve and the wider community in a manner that is transparent, accountable and ethical.

The purpose of the Australian Leadership Index is threefold. First, it is to measure community perceptions of the state of leadership for the greater good across different sectors and institutions. Second, it is to measure community expectations of the practice of leadership for the greater good by these sectors and institutions. Third, it is to provide insight into what different types of institutions should do in order to improve their practice of leadership for the greater good.

The Australian Leadership Index provides powerful new insights into community beliefs about leadership and reveals what leaders in the public, private and plural sector institutions can do to show leadership for the greater good.

By making all our results freely available via an innovative, highly interactive data portal (www.australianleadershipindex.org), the Australian Leadership Index makes an important contribution to community dialogue about the leadership we need for the future we want.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

 

Sam Wilson is a social psychologist whose research spans studies of the nature and drivers of voluntary humanitarian behaviour to national studies of community beliefs about leadership for the greater good in the public, private and plural sectors. He is Co-Creator of the Australian Leadership Index, sectors, Co-Director of the Thriving in Society 4.0 research program of the Social Innovation Research Institute, and Deputy Director of the Social Psychology of Innovation Research Group at Swinburne University of Technology in Melbourne, Australia.

Photo by Catarina Sousa

Rebalancing Society Across the Public, Private, Plural Sectors

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Rebalancing Society Across the Public, Private, Plural Sectors

This blog is provided by Dr. Henry Mintzberg. It is The Basic Point section from Dr. Mintzberg’s book, Rebalancing Society, Radical Renewal Beyond Left, Right, and Center ©2015 and used with permission. In his book, Henry shares seven observations. If you would like to find out more about each of his points, you can purchase his book here. Dr. Mintzberg is the author 20 books, including Simply Managing and Bedtime Stories for Managers, which have earned him 20 honorary degrees. This blog is a companion to his interview on Innovating Leadership, Co-creating Our Future, Rebalancing Society: Radical Renewal, Beyond, Left, Center, Right which aired on 1/21/20.

 

Enough!

Enough of the imbalance that is destroying our democracies, our planet, and ourselves. Enough of the pendulum politics of left and right, as well as the paralysis in the political center. Enough of the visible claw of lobbying in place of the invisible hand of competing. Enough of the economic globalization that undermines sovereign states and local communities. Have we not had enough exploiting of the world’s resources, including ourselves as “human resources”? Many more people are concerned about these problems than have taken to the streets. The will of people is there; an appreciation of what is happening, and how to deal with it, is not. We are inundated with conflicting explanations and contradictory solutions. The world we live in needs a form of radical renewal unprecedented in the human experience. This book presents an integrative framework to suggest a comprehensive way forward.

The Triumph of Imbalance

When the communist regimes of Eastern Europe began to collapse in 1989, pundits in the West had a ready explanation: capitalism had triumphed. They were dead wrong, and the consequences are now proving fateful.

It was balance that triumphed in 1989. While those communist regimes were severely out of balance, with so much power concentrated in their public sectors, the successful countries of the West maintained sufficient balance across their public, private, and what can be called plural sectors. But a failure to understand this point has been throwing many countries out of balance ever since, in favor of their private sectors.

Welcome to the Plural Sector

There are three consequential sectors in society, not two. The one least understood is known by a variety of inadequate labels, including the “not-for-profit sector,” the “third sector,” and “civil society.” Calling it “plural” can help it take its place alongside the ones called public and private, while indicating that it is made up of a wide variety of human associations. Consider all those associations that are neither public nor private—owned neither by the state nor by private investors—such as foundations, places of worship, unions, cooperatives, Greenpeace, the Red Cross, and many renowned universities and hospitals. Some are owned by their members; most are owned by no one. Included here, too, are social movements that arise to protest what some people find unacceptable (as we have seen recently in the Middle East) and social initiatives, usually started by small community groups, to bring about some change they feel is necessary (for example, in renewable energy). Despite the prominence of all this activity, the plural sector remains surprisingly obscure, having been ignored for so long in the great debates over left versus right. This sector cannot be found between the other two, as if on some straight line. It is a different place, as different from the private and public sectors as these two are from each other. So picture instead a balanced society as sitting on a stool with three sturdy legs: a public sector of respected governments, to provide many of our protections (such as policing and regulating); a private sector of responsible businesses, to supply many of our goods and services; and a plural sector of robust communities, wherein we find many of our social affiliations.

Regaining Balance

How do we regain balance in our societies? Some people believe that the answer lies in the private sector—specifically, with greater corporate social responsibility. We certainly need more of this, but anyone who believes that corporate social responsibility will compensate for corporate social irresponsibility is living in a win-win wonderland. Other people expect democratic governments to act vigorously. This they must do, but they will not so long as public states continue to be dominated by private entitlements, domestic and global. This leaves but one sector, the plural, which is not made up of “them” but of you, and me, and we, acting together. We shall have to engage in many more social movements and social initiatives, to challenge destructive practices and replace them with constructive ones. We need to cease being human resources, in the service of imbalance, and instead tap our resourcefulness as human beings, in the service of our progeny and our planet.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

 

About the Author

Henry Mintzberg is a writer and educator, mostly about managing originations, developing managers, and rebalancing societies, which is his current focus. Henry sits in the Cleghorn Chair of Management Studies at the Desautels Faculty of Management, McGill University in Montreal.

He has authored 20 books, including Simply Managing and Bedtime Stories for Managers, which have earned him 20 honorary degrees. Henry co-founded the International Masters Program for Managers as well as a venture CoachingOurselves.com, novel initiatives for managers to learn together from their own experience, the last in their own workplace.

Henry may spend his professional life dealing with organizations, but he spends his private life escaping from them—mostly in a canoe, up mountains, and on a bicycle. You can find out more about his adventures on mintzberg.org, which includes his blog.

Photo by Airam Vargas from Pexels

 

6 Key Recommendations To Address Current Business And Social Challenges

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6 Key Recommendations To Address Current Business And Social Challenges

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

The following blog is a republish of an article appearing in Forbes written by Maureen Metcalf. It is a companion to the International Leadership Association Interview Series that is beginning this week with Pat Dambe’s interview on Innovating Leadership, Co-creating Our Future on Tuesday, January 14, 2020, titled Sustainability and Corporate Citizenship.

 

For the last five years, I have attended the International Leadership Association (ILA) annual conference and written about what I’ve learned during this experience. The twenty-first conference was held in Ottawa, Canada. The theme was “Leadership: Courage Required.”

I was named a fellow of the ILA in 2019. This article reflects my experience with the presenters and participants at the conference. I share this experience with you because I value the insights I gain, and I believe that we, as leaders, need to come together in our thinking and actions to influence our organizations. To do this, we need to learn from the best models, frameworks and people who are already making a significant impact. We need to cocreate the future we want to leave for generations that follow.

The conference opened with a reception at the Canadian Museum of History. Considering the entire arc of history, we are walking the planet at a time when our actions have a disproportionate impact on the future. Early people impacted us, and what we do will have a larger legacy. The principle among many indigenous peoples that this consideration should extend to the next seven generations reminds us our actions matter in the long term.

  1. We are continually hearing about polarization, the strengthening of the extremes and subsequent weakening of the “middle” or more balanced ideas. I left the conference reenergized because of the research and the actions I saw to reduce polarization and rebalance our companies, communities and countries. This can be done by bringing constituents from for-profits, governments, co-ops, nonprofits, nongovernment agencies and others together to address our biggest challenges. I recommend continually seeking out people with different points of view when you are making difficult decisions and actively working to understand what smart people who perceive the world differently see that you may have overlooked. Below are lessons from people who are solving these problems in their contexts.  A great example of this model playing out is the partnership between a large jewelry company and the government of an African nation, as discussed by a conference panelist. Diamond mining is funding a major investment in the country’s ability to build infrastructure, educate the population and grow 21st century business ventures. This case study illustrates that the theoretical framework is transforming a country in Africa. If it can work at this scale, it can certainly work on a smaller scale in our communities and companies.
  2. Another example of bridging significant societal differences is the Truth and Reconciliation Commission of Canada. The commission documented the historic abuse of indigenous children in residential schools and offered 94 Calls to Action for all levels of government to take to repair the harm done to indigenous peoples and create space to move forward with reconciliation. Answering these calls requires a great deal of work to build trust and take the best interests of the overall country into consideration along with the interests of individual constituent groups. While most of us aren’t involved in redress for abuses, I recommend we take to heart the spirit of truth, respect and fairness to all people. Different people with different perspectives create stronger solutions to complex problems.
  3. Innovation happens when we are curious about difference, yet research indicates that about half of those surveyed don’t want to follow a leader who was a different gender, ethnicity or sexual orientation. The unwillingness to follow a leader of a different political party goes up to about two-thirds. To me, this data is a call to action — we need to see differences as the opportunity to build a more innovative and holistic future. If we discount people or don’t understand their perspectives, we create less robust solutions. We all lose!
  4. Women in leadership are an integral part of business and society. In addition to numerous panels, presentations and workshops led by women, we heard from the first female prime minister of Canada and several successful female leaders and businesswomen, two of whom received lifetime achievement awards.  These women were the first in their organizations and have worked tirelessly for decades to continue to impact their fields. They serve as advocates, role models and people who break stereotypes. They exemplify what is possible when we stay committed to our purpose and work together to ensure we can create a better world. We have read for years now that the inclusion of women is required to deliver innovative and robust solutions to challenges and bottom-line results. We have many female role models to inspire us with their experiences.
  5. Peace starts from within. It is contagious. We can build peaceful organizations when we start small, with how we manage our own feelings, as well as starting big with significant research about what creates peace in our evolving world. The process of being self-aware, managing our emotions and meeting anger with curiosity is key.
  6. Character can be defined and measured. During a time when many of us are disappointed in the leaders and institutions we have trusted, there are robust frameworks and models that offer organizations a way to talk about leadership character, hire for it, test it and develop it. If the saying “What gets measured gets delivered” is true, it is important to have these measurement tools to provide us a path to elevate the conversation about character.

If we want to tackle the issues in front of us and act purposefully so future generations prosper, creative destruction is required. We need to disrupt ourselves, our mindsets, our behaviors, our cultures and our systems if we are to cocreate the future that is possible for all of us. The inspiring news is that we have thought leaders, academics, business leaders, public sector and nonprofit institutions and political leaders aligned with solving issues. Who is serving as a model in your life to move forward?

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

About the Author

Maureen Metcalf, CEO of the Innovative Leadership Institute, is a renowned executive advisor, coach, consultant, author and speaker.

Photo by Johan Bos

 

Leadership Trends: Lead the Disruption 2020

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To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

The following blog is a republish of an article appearing in Forbes written by Maureen Metcalf. It is a companion to Trends interview on Innovating Leadership, Co-creating Our Future on Tuesday, December 31st, 2019, titled Leadership Trends: Lead the Disruption 2020.

To learn more about the 2020 Trends, click here.

During a time of ongoing organizational disruption, I encourage leaders to explore how the rapid change can serve as a pointer and inspiration to help them envision futures that were not possible as recently as last year. Each disruption opens another door to opportunity across a broad range of industries.

This annual trend summary looks at what I think are the most important business drivers to consider over the next three to five years.

  1. Disruption is accelerating. Organizations must continue to monitor trends and disruptions and look for ways to leverage them for strategic advantage. It’s often noted that businesses must recognize the importance of disrupting or get disrupted. The question for organizations and their leaders is how to monitor these trends and create an advantage.

One essential tool is the strategic planning process. This process itself looks different now than it did in the past. It provides a necessary structure for leaders to use as they consider current and potential disruptions. The planning process allows leaders to envision the future and develop a business strategy to turn disruption into business advantage.

  1. Adaptive leadership is required. As companies evolve to respond to disruption, leaders need to elevate the quality of their leadership. The challenges businesses face are adaptive: leaders need to change themselves and their organizations. We are facing problems that we can’t solve with our current thinking. Dr. Ron Heifetz, Harvard, talks about adaptive leadership as a practical leadership framework that helps individuals and organizations adapt to changing environments so they can effectively respond to recurring problems. This research has been considered in the 10 Must-Reads by the Harvard Business Review. I recommend leaders elevate the quality of their leadership rather than build skills.
  2. Organizations need to innovate who they are — and what they offer. Organizations need to build innovation into their DNA. This means they need to get comfortable updating what they do and how they do it to meet evolving strategic goals. In addition to elevating their leadership, leaders must update the overall systems, processes and cultural beliefs that underpin their organizations.

According to Bloomberg (paywall), “Leaders at some of the world’s largest companies said they plan to abandon the long-held view that shareholders’ interests should come first amid growing public discontent over income inequality and the burgeoning cost of health care and higher education.”

This level of change could mean a significant overhaul of how companies operate. Innovation must be a priority to transform organizations. Effective innovation requires creating clear accountability, assigning people, measuring results and allocating financial resources.

Attracting and retaining the right people will become increasingly difficult with changing job requirements and growing skill gaps. According to IBM Institute for Business Value’s Enterprise Guide to Closing the Skills Gap: “Arguably, one of the greatest threats facing organizations today is the talent shortage. Executives recognize the skills gap. They know it’s both real and problematic. But most of their organizations don’t appear to be actively or effectively tackling the issue.”

It goes on to say, “Compounding the issue, new skills requirements continue to emerge, while other skills are becoming obsolete. And it’s all happening quite rapidly.” Organizations must elevate their focus on the impact disruption will have on their workforce. This includes focusing on topics like creating real diversity and inclusion. We can no longer ignore or give minimal effort to the levers that are proven to drive success.

  1. Digital transformation drives and destroys value. Organizations must become more effective at leveraging digital tools. The lines between the physical, digital and biological worlds are becoming more blurred. Many organizations are now using some form of robotic process automation (RPA), business analytics or artificial intelligence.

Digital transformation is the integration of digital technology into all aspects of a business. It is a trillion-dollar industry, but 70% of all digital transformations fail. The most successful organizations will break the code on implementing these tools effectively and efficiently.

  1. Human resilience remains critical. As organizations accelerate the pace of change, people are often overloaded with current work and transformation work. The people who make change possible hit a point of diminishing performance that impacts their ability to deliver. Employers must provide work environments that maximize employee performance.

One important factor is creating an environment that ensures employees connect the work they do to their values. Even better, when possible, create opportunities for employees who don’t routinely interact with clients/customers to interact and see their impact. Employees also need to own their personal resilience. They can build resilience by ensuring they are taking care of their physical health, engaging in a mindfulness practice that allows them to observe and manage their thinking and building healthy connections inside and outside of work.

  1. Sustainability and the human/planet interface are critical. We continue to see an acceleration in climate volatility, high costs to businesses from weather events, lost biodiversity and environmental damage. According to the Associated Press, July 2019 was the hottest month in recorded history. Many parts of South America are burning in unprecedented forest fires. Glacial melt is accelerating, “Over 30 years, suddenly almost all regions started losing mass at the same time,” said researcher Michael Zemp of the University of Zurich. “That’s climate change if you look at the global picture.”

Addressing this trend will require everyone to act. In 2015, the UN created the Sustainable Development Goals, “the blueprint to achieve a better and more sustainable future for all.” They address global challenges, including those related to poverty, inequality, climate, environmental degradation, prosperity and peace and justice. The goals interconnect and are designed to leave no one behind. These goals were signed by 193 countries.

Many organizations are making progress. The World Green Building Council is supporting efforts to convert buildings to energy-efficient standards on a large scale. We see changes like the move toward more local foods across the U.S. and expanding solar power in Nigeria. These actions are a start. I encourage leaders to understand the opportunities created by disruption and envision the possibilities. As we envision the future, we can elevate the quality of our organizations’ leaders.

To learn more about the 2020 Trends, click here.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Maureen Metcalf, CEO of the Innovative Leadership Institute, is a renowned executive advisor, coach, consultant, author and speaker.

 

The WE Empower United Nations Sustainable Development Goals Challenge

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Business
The WE Empower United Nations Sustainable Development Goals Challenge

To start or to continue receiving the weekly blogs via email, please sign-up using this link: subscribe to Innovative Leadership Institute weekly blog.

This blog is a follow-up of the interview WE Empower UN Sustainable Development Goals Challenge Winners with Amanda Ellis, Hadeel Anabtawi and Habiba Ali that aired on October 8, 2019.

Innovating Leadership, Co-creating Our Future was honored to interview Amanda Ellis, a co-chair of the WE Empower United Nations Sustainable Development Goals (SDG) Challenge. Amanda shared the vision of the challenge, which is to recognize women business owners throughout the world who are contributing to their communities by running successful businesses and advancing the United Nations Sustainable Development Goals. With her were Hadeel Anabtawi and Habiba Ali, who were 2018 Challenge Winners. Their stories of challenges and triumphs are shared in the episode that aired October 8, 2019.

 

What is the WE Empower UN SDG Challenge?

It is a global business challenge for women entrepreneurs based on the United Nations 17 SDGs meant to recognize and honor those women who are inspiring those around them to promote positive change in the world.

The history of the sustainable goals and the list of the 17 Sustainable Development Goals (SDGs) can be found here. Goal 5 of these is Gender Equality and empowerment of women and girls and is the focus of this challenge.

 

What are the objectives of the Challenge?

There are three objectives of this challenge, to seek women leaders through the world and to:

  1. honor their achievements
  2. invest in their ability to create positive change
  3. ignite and excite others

 

How many finalists and awardees are there?

The challenge has 5 regions:

  1. Africa
  2. Asia-Pacific
  3. Eastern Europe
  4. Latin America and the Caribbean
  5. Western Europe & Other

Every year, in each of these regions 5 finalists are selected for a total of 25 finalists. From there, one awardee is selected from the 5 finalists in each region.

 

What’s new?

Since the recording of the show, the 2019 Challenge Winners have been announced and we wanted to briefly share about the next class of women changing our world.

 

2019 Challenge Winners by region:

 

Africa:

From the region of Africa, the awardee was Christelle Kwizera from Rwanda. Kwizera founded Water Access Rwanda, a company that works to provide safe water access to rural and semi-urban communities.

 

Asia-Pacific:

The awardee in the Asia-Pacific region was Lina Khalifeh from the country of Jordan. Khalifeh founded SheFighter, a self-defense studio for Middle Eastern women. SheFighter has grown globally to provide training and seminars on self-defense for women.

 

Eastern Europe:

In the Eastern Europe region, innovation is key to the awardee, Zoya Lytvyn from Ukraine. Lytvyn co-founded a K12 school that implements innovative education ideas, including a free online teaching program and trainings to make a quality education accessible to all in Ukraine.

 

Latin America and the Caribbean:

In Guatemala, Karla Ruiz Cofiño founded a Digital Awareness program, which is used for conferences and workshops to provide people with digital skills and knowledge and how to use it for positive influence.

 

Western Europe and Other:

Co-founding the organization 412 Food Rescue in the United States, Leah Lizarondo was recognized as the Western Europe and Other awardee. Her organization seeks to bridge the gap between possible food waste and those in need of food. Food Rescue Hero, a mobile food app, helps direct volunteers to transport extra food to nonprofits in need.

 

These women exemplify leaders who are seeking to be an innovative leader and change the world! Congratulations to all the finalists and the awardees!

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

About the Author

Susan Harper is the Business Manager at Innovative Leadership Institute and sometimes a travel blogger.

Photo by Christina Morillo

Pastor Gives Proceeds of Book to Local Church

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Empowerment
Pastor Gives Proceeds of Book to Local Church

What happens when the Monster you’re fighting is inside of you?

Monster in Me Book Cover.jpg

 

Pastor of Mountain View Church in Queen Creek, Arizona turns two time author. His latest book entitled “The Monster Is In Me, The Monster Is Me”is centered around three ideas: Recognizing the enemy, Resisting The enemy, and Rewriting our identity. Daniel Voss is on a mission to help others turn the monster into a masterpiece. As a leader in generosity with a heart to serve, 100% of the proceeds of this book goes right back to the local church.
“For the past 40 years, I have been running from what I thought was a mythical monster, only to discover the monster is real. The monster is in me. The monster is me. I am my own worst enemy. I wrestle daily with the man in the mirror. Dealing with a difficult person in never easy, especially when that person is you.”
∙ The first person to cause me problems is me – self-honesty.
∙ The first person I must change is me – self-improvement.
∙ The first person that can make a difference is me – self-responsibility.
I can’t promise you won’t have any more struggles after reading this book, but I can promise you will have the tools to fight them in a better way and see yourself in a new way.
Turning a monster into a masterpiece is no easy task unless God is on your side. Allow Him to crucify the old you and resurrect a new you. He paid the price of victory so you could live as royalty. So, stare down your fears, shatter your insecurities, and shake off your apathy. Today is a new day. It’s time to defeat the monster within and be the masterpiece God created you to be.
In a day and age where anxiety, depression and suicidal thoughts run wild, Daniel shares a timeless truth of what’s beneath the surface will soon surface.
For more information about “The Monster Is In Me, The Monster Is Me” or Mountain View Church contact us via website MV.church or email at info@mv.church
Contact Information:
Mountain View Church
480-677-2100
Info@mv.church

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