final session on saturday. interesting panel.
Dan Golman – Rutgers – the brain is a massive pattern recognizor that goes thru life collecting wisdom. the part that holds this wisdom is connected to the gastro tract. the gut feelings is real. you what you need to do is to raise your self-awareness in order to deal with complexity.
O Grimsson – President of Iceland – no matter what we think, we have to remember that mother earth is still the final instance. the issue of complexity of the awareness of what is happening in his country. the reality of leadership is very different today – now we are part of a social web that is aware. it requires new capabilities. technology is the primary technology driver of change, not the politicians; the young generation is the first one in history that almost everyone has a choice of where they can or want to live; leaders need to be aware that the best talent can simply move; the next is the multi-cultural aspect of leadership. you need to be aware of global responsibilities. you have to be more capable to analyze than order, mobilize than tell them whaer to go, you need consensus rather than command and control. you need ‘the vision thing’ is also important.
Probst – WEF – it is coming down to simplifying and managing complexity. on one hand we have to work within structures that are complex. the key is not to destroy these complexities, rather to simplify them. the interaction of the global risks becomes critical to attempt to understand/embrace.
V Mittal – CEO Welspring – the leaders main job is to simplify things in a very complex world. we are accountable to society, the employees and the stakeholders. i believe that we need to get behind a vision
J Whitbread – CEO save the children – role as a leader is to have the experience to know what excellence looks like; to be able to stand back and see the bigger risks, often we see people who are so committed that they no longer see the risks; to know what questions to ask to find the reality; to be able to master a brief; to expect the unexpected and allow uncertainty to be a part of the role.
Scharmer – Sloan MIT – the real leadership challenge is to pull the systemic and stakeholders together and take them thru an ego system awareness as well as echo system awareness. five capacities: convening, co-sensing, co-inspiring, co-creating and co-evolving.
Groleman – everyone needs to be able to deal now with people who have different experiences in their lives. they have different norms. we all thave the same tools in our body. we need an increasing amount of empathy. your brain is also distributed in the team around you. yourself with the right people to deal with the challenges you perceive. crystalized intelligence = life experiences. fluid intelligence is more what young folks have. the brain deals with complexity in chunks.
Scharmer – there are three different types of complexity – dynamic, behavioural and emerging.
they have to lead without knowing what the world will look like. the topic really is leading with uncertainty.
Whitbread – what are the qualities that make a difference and how are we going to get it? i like the book, ‘whitewater rafting, leading in times of uncertainty’. the key is to use the unpredictability to get to goal.
how do you get rid of the self-selection confirmation bias? the brain does indeed self-select and confirm your own bias. the brain is anchored in remembering the issues that you want to. the group IQ is key to remove blind spots and reduce group think.
how do you deal with the increased amount of information?
- unplug. make and take time to unplug every week.
- reflect on balance of simplicity and complexity. simple on top, complexity behind
- Mittal start to make the people the heart of the organization, make the heart work the best inspect what you expect, [.....????? find out what they were from him]
- encourage teams that are multi-apected and use coaching
- network extensively, listen fully – REALLY listen, listen deeply to yourself - the still small voice inside that is working for yourself every day —- make time to reflect.
- MAKE TIME TO REFLECT. THINK. LISTEN. be in the village square in the true sense.
- remember that leaders are responsible and accountable for many constituencies all over the world.
feedback. every team member is met by their manager once a week to talk about something that they did good. the goal was to highlight strengths and weaknesses. this was monitored and the employees felt that it was setting them up for success.
excellent. session. group IQ. crystalized intelligence. learned skill set. experience. make it simple.