“It today takes the Earth one year and six months to regenerate what we use in a year”.[1]

We must recognize that we are living in times for a profound shift in the context in which citizenship and leadership are being defined and exercised. If nothing is done the current degree of supply over-usage and the focus on short term results might require that the next generations will have to deal with severe scarcity of water, food energy and resources.

 

In the West the generation currently growing up is fighting the effects of misguided nutrition which is resulting in the highest ever recorded levels of obesity, diabetes and other non-communicable diseases. In the United States in 2010, over 63% of people (18% of US children) were overweight or obese. Profit maximization and ignorance are largely responsible for this trend.[2]

 

While the perceived wealth, resulting from the economic drive to succeed, is perhaps higher than in less developed countries, an ever rising proportion of this wealth is needed to pay for the sky-rocketing costs of keeping people healthy.  The obese workforce costs American business an estimated $73.1 billion per year.[3]

 

While the situation of the “rich world” is surely difficult, it does not compare to the dire situation faced by the world’s poor. These poor populations are caught in a continuum of struggle to survive. Even if some improvements have been made, the energy spent to ensure food and shelter for their families prevents them from seeing past the daily struggle. Without significant change there is little hope that these 2 bill people living on less than 2 USD a day, will ever escape from the cycle of poverty.

 

As Muhammad Yunus puts is: “If you go out into the real world, you cannot miss seeing that the poor are poor not because they are untrained or illiterate but because they cannot retain the returns of their labor. They have no control over capital, and it is the ability to control capital that gives people the power to rise out of poverty.” [4]

 

The increasing scarcity of resources (financial, natural and human), the emergence of “super wicked problems” (food and water shortage, climate change, youth unemployment, etc.), the imminent demographic and societal shifts and the developments around new technologies are making our world increasingly global, more interdependent and complex.

 

So while the lives of the rich and of the poor appear increasingly separate, they are in fact intertwined and moving closer together. This is the reality the next generations will be facing.

 

Some of the reasons underlying this shift include ubiquitous communication, international travel, open borders, free movement of labour and the changes in cultural understanding due to the emergence of digital natives.

 

This heightened degree of interdependence, better described by “systemic connectivity” implies that an individual’s decisions are less and less exclusively subject to the person’s own choices. In this interconnected world one’s own decisions have become more and more subject to other people’s choices as well.

 

Under the assumption that our decisions are impacted not only by our own choices but by the choices of our eco-system as well, isn’t this the right time that we adjust our individual approach to collaboration, issues management and leadership?

 

In a world of competing priorities and systemic connectivity, what should we focus on to sustainably mitigate societal threats such as unemployment (in particular of youth), poverty and hunger? How can we create a society in which individuals are encouraged to self-reflect? How can the mechanisms of society be channelled to achieve a collective understanding that each one of us has a stake in other individuals? How can we identify the first little steps that we all can take to making a difference for others? How can the collective energy of the group be converted into real action to create a stronger sense of mutual cohesion and interdependence?


[1] footprintnetwork.org

[2] “The kind of food we eat is the kind that is most profitable”, HBO documentary “The Weight of our nation”, http://theweightofthenation.hbo.com/

[3] HBO documentary “The Weight of our nation”, http://theweightofthenation.hbo.com/

 

An investor’s decision to financially support one business idea and not the other has a powerful amplification potential for the new leadership model.

By deciding to financially engaging in a business concept a “Seed Investor” or early stage “Venture Capitalist” obviously also supports the entrepreneur behind the business idea. And by supporting the entrepreneur the investor of course also supports the leadership style and philosophy that this entrepreneur embodies.

And this works both ways.

  • Financially supporting an entrepreneur who is striving to create a culture of empathy and respect, who uses feedback and collaboration to establish a “safe space” for all those around and who showcases the benefits of the “We” over the “I” will undoubtedly set a signal in the market in which the investor operates.
  • Investing in an entrepreneur on the other hand who embodies a more rigid, command and control approach to leadership and who shows little interest in building self awareness around the impact his own behaviours have on others might still yield financial benefits. But this investment decision will fall short of its potential to amplify the societal benefits of the new models of leadership

When starting a new venture the entrepreneur will be asking him or herself a number of key questions like:

  • What would potential candidates be attracted by when considering to come and work for this organization?
  • What type of structure would be most suitable for this organization in order to become resilient and flexible (hierarchical, circular, other)?
  • What kind of organizational culture do I want to create and build?
  • What leadership role do I want to play?
Finding the right answers to these questions will be critical for the long term success of the venture.
 
On a personal level the entrepreneur will want to recognize that ambiguity, uncertainty and complexity are a constant – a permanent factor impacting any business question. Fighting their existance will not prove useful. Instead, the entrepreneur will want to acknowlede and accept the existance of own limitations and the fact that anxiety and vulnerability are elements of being a leader.
 
On an organizational level the entrepreneur might want to ensure that through own behaviour a culture of empathy and repect is created, built on feedback, fostering collaboration and producing a safe space for all that ultimatly helps to build a culture of innovation and not just a culture of high perormance.
 
In doing the above the entrepreneur will then be able to showcase to society the benefits of creating a sense of togetherness and putting the “We” over the “I”. This will also help the entrepreneur to differentiate the own organization from the competition because people will see that the human being is valued.

 

 

Under the right conditions, training can play a catalytic role in creating a higher level of awareness and mindfulness, two of the key drivers of the new model of leadership. If done in a toughtful manner taining can  then also serve as the vehicle to explore the notion of togetherness and universal interdependence. The only qustion is:”How can trainers strike a balance between spirituality and reality, how can they merge the concept of being and doing and how should they unite feeling and thinking in a world that seems to dominated by IQ ?

 

Obviously, trainers will not want to disengage or otherwise put off their workshop-participants by enforcing a discussion around what some participants might interpret as spirituality, or even as religion. While it is definitely necessary to explain that the journey to more awareness and mindfulness must push existing boundaries maybe even into previously unknown territory, it will be important to use a suggestive and didactical rather than a dictatorial or categorical approach.

 

Equally, when trainers turn to the importance of allowing room to “be” rather than just to “do” they will need to be aware of the potential unease that this notion might creat in some.  The future directed character of our society leaves little time to reflect and little room to live in the now. Some individuals will need time to absorb this concept or otherwise push back if they feel pressured. 

 

Finally, trainers must use particular care when it comes to incorporating the dimension of “feeling” into the catalog of enablers for awareness and mindfulness. Undoubtedly, feeling one’s own self, one’s passion, purpose and true potential has to become an integral part of leadership. But trainers should not forget that some individuals will view the request to “feel” to be in direct oposition to today’s brain and intellect dominated approach.

 

The true genious of the trainer will lie in the ability to unite the various dimensions in a gentile way, so that the individual participant voluntarily embarks on the journey to a higher state of awareness and mindfulness.

Learning in the business: Finally, as employers are increasing their demand for candidates with a collective mindset a proven track record of collaborating across boundaries, they need to work with the human resources at hand. Within the context of creating a culture of authenticity and fluidity, organizations will need to enhance their learning and development and performance management approach. While providing out-of-comfort-zone development opportunities and social goals to potential leaders they will need to measure more actively and consistently the person’s mindfulness with regards to resources, be it natural, financial or human. The potential leader’s ability to exhibit behaviour supporting the collective will have to be added to the criteria triggering the individual’s career advancement.

Higher education will need to build on learnings previously provided by schools and focus on intellectual development as well as on the physical, psychological and emotional aspects. Cultural and personality traits and the understanding of psychometrics will need to become as much a permanent function of the learning curriculum as will be the case for the teaching of global interdependencies. The integration of humanities will complete the picture, no matter the core subject. The leadership curriculum in particular will need to be enhanced in the business realm e.g. by studying the business case behind social entrepreneurship; corporate social responsibility will have to become a standard elective. And real life project work should be structured and evaluated against the backdrop of their social and sustainable impact.

A key role will be taken by parents and care givers and the acknowledgement that their behaviours and incentives will influence the child’s ability and willingness to be reflective, self-aware and mindful of others. In close cooperation with the schools parents will need to expose the child more systematically to a variety of learning opportunities tailored to nurture curiosity, agility and to deepen the child’s sense of collectivism and collaboration. While teachers need to be given the tools and techniques to navigate seamlessly between the emotional and the intellectual dimension, children will need to be given a chance to take an active role in their community, giving them first-hand experience of the benefits of collaborating with others.

Follow

Get every new post delivered to your Inbox.