Leadership Development for a Changing World
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Leadership Development for a Changing World
Inspiring examples, thought provoking research and the latest thinking on leadership development and the skills needed to lead in an increasingly complex, fast-changing and interconnected world.
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Visualizing the Happiest Country on Every Continent

Visualizing the Happiest Country on Every Continent | Leadership Development for a Changing World | Scoop.it

Where are the happiest, least happy, and fastest improving countries worldwide? Visual Capitalist have broken down this annual ranking by region to answer that question.

Emerging World's insight:

One of the metrics that a better economic model for the modern age might embrace is happiness.  A look at this map suggests wealth is important but perhaps political stability and equity of opportunity/inequality are bigger issues to concern us all.

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Vertical Development - Increasing the Size of the Cup

Vertical Development - Increasing the Size of the Cup | Leadership Development for a Changing World | Scoop.it

This piece by Ronni Hendel-Giller about vertical development contains some great thinking about

 

a) how to envisage it

 

"The problem for most leaders…is that the cup of leadership knowledge is already full…They already know it; they just can’t be it. The limiting factor is no longer the content (the leader’s knowledge); it is the cup (the leader’s mind).” Increasing the cup size is vertical development." and how to support it -

 

b) why it's important

 

"our survival as a species depends on our ability to tackle the world’s most complex issues — and that our capacity for complexity must shift if we are to do so"

 

c) to how we can apply it

 

"Understanding that we can grow vertically, not only horizontally, can help us to reframe the work of becoming a more effective leader. Instead of only focusing on gaining more knowledge and skills, we can spend time on cultivating a moment-to-moment ability to see things differently — to make that which was invisible, visible."

Emerging World's insight:

Immersive experiences have great potential to enable vertical development, which is why we embrace the approach in much of our leadership development work at Emerging World.

 

This article brings some great thinking about the topic together with some simple frameworks to understand it.

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The new elite’s phoney crusade to save the world – without changing anything | News | The Guardian

The new elite’s phoney crusade to save the world – without changing anything | News | The Guardian | Leadership Development for a Changing World | Scoop.it

"Today’s titans of tech and finance want to solve the world’s problems, as long as the solutions never, ever threaten their own wealth and power" argues  Anand Giridharadas author of 'Winners Take All: The Elite Charade of Changing the World'

Matthew Farmer's insight:

This very well written piece offers some fairly scathing commentary on the way that social problems are 'tackled' by global elites. 

 

It makes a strong case for more focus and energy to be put on government to solve problems calling out that those who benefit most from the existing social order (namely the elites and global corporations) are not the right people to reform it, no matter how well meaning their intentions.

 

It's a good point and it forces us to think about what real social change is. 

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Let's Celebrate The Hidden Heart Of 21st-Century Management

Let's Celebrate The Hidden Heart Of 21st-Century Management | Leadership Development for a Changing World | Scoop.it
As I look back on the last five Drucker Forum’s that I have attended, the best talks have been those that shed light on how to make Drucker’s great insight a reality. The talks had many different labels. They spoke of Innovation Management, or Design Thinking, or Value Propositions, or the principles of the Mittelstand companies, or Agile, or Business Agility, or the Business Model Canvas, or a new Economic Theory of Value, or Adhocracy, or Humanistic Management, or whatever.

When we look beneath these labels, we can see a common thread running through the best of the talks aimed at putting into practice Peter Drucker’s great insight. Work, firms, management are in their essence about human beings creating customers by generating delight in their products or services.

Via David Hain
Matthew Farmer's insight:

It's comforting that the the great and the good at the Drucker Forum are talking about putting people back at the centre of management.  Let us hope that action follows.

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David Hain's curator insight, November 27, 2018 10:11 AM

Steve Denning, in praise of Peter Drucker. Both on the money, as usual. what is a firm for if not or creating customers. Such a simple idea, but in today's confused and complex world, a beacon of simple clarity.

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Leadership: Person or Purpose?

Leadership: Person or Purpose? | Leadership Development for a Changing World | Scoop.it

Forget about romanticised and heroic leaders. Today’s leadership, says Georgia Sorenson, is all about purpose-led companies that are organised or branded around an idea.

 

Leadership is really not about leaders or followers anymore. It’s bigger than that. In many ways, we have been looking for leadership in all the wrong places. Leadership involves people, yes, but ultimately transforming leadership is not about people – whether leaders or followers – but about values and ideas.

Matthew Farmer's insight:

Interesting views on the role of people and purpose in leadership from Georgia Sorensen co-founder of the ILA.

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In Discussion with Liminal Leader Kenneth Mikkelsen —

In Discussion with Liminal Leader Kenneth Mikkelsen — | Leadership Development for a Changing World | Scoop.it

In this piece, Kenneth Mikkelsen, a profound thinker and practitioner 'who lives in many worlds' and is co-author of The Neo-Generalist is interviewed by Mike Parker of Liminal Coaching.

 

The deep conversation encompasses a wide range of Kenneth's thinking about the state of the world and what needs to happen if people are to lead meaningful and flourishing lives in the world that's ahead of us.

 

"We sense that the fabric that holds our society together is under pressure. Yet, most leaders and organizations are still occupied with exploiting what they already have and know. They rely on old maps in a new landscape. This dependency on the past and best practices makes it difficult to improvise, change course and embark on a journey of exploration when conditions change. Right now there is a lot of talk about new technologies, and how they shape the future. I'm not a techno-optimists per se. I think it's lazy thinking to say that it's all about the technology. There are much bigger things at play."...

Matthew Farmer's insight:

Kenneth is a a deep thinker and it's been my great pleasure and privilege to work closely with him on a number of different projects over the past 5 years including the development of the Change Agents programme that he mentions in this interview.

 

One of his mantras concerns lazy thinking and a pet hate is over-simplification (e.g. articles such as "5 things to change your leadership forever",)  which ignore complexity and insult the intelligence of readers.

 

Deep thoughts take time to digest however, and we often find we don't allow ourselves time for this processing - something that's addressed in this interview. But what this interview does very well is cover a lot of complex ground in an efficient way so if you want tap into thoughts about how businesses and humanity need to adapt to the realities of the 4th industrial revolution, here is a great place to start.

 

Matthew Farmer

Emerging World

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Why Millennial Leaders Are Driving For Business Purpose Over Profit

Why Millennial Leaders Are Driving For Business Purpose Over Profit | Leadership Development for a Changing World | Scoop.it
With social impact fundamental to the values of millennials, their behavior as consumers and employees hold clues to the leadership style and societal values they'll bring as they come into positions of power.
Sally Brownbill's insight:

This article provides insight on how tomorrow's leaders place value on purpose driven businesses and how leadership priorities are evolving as a result of generational change.

 

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What can Star Wars teach us about leadership?

What can Star Wars teach us about leadership? | Leadership Development for a Changing World | Scoop.it

It may have taken place in a galaxy far, far away, but in terms of leadership, there is much in Star Wars that we can learn from. The epic battles between the Jedi and the Empire have become part of the fabric of popular culture. But take a closer look behind the light sabres at the clashes between the Jedi and the Rebel Alliance on one side and the Storm Troopers under Emperor Palpatine on the other, and you will see traces of many of the ideas that shape leadership, and help to account for both its successes and its failures, explains Dr Leah Tomkins, Senior Lecturer in Organisation Studies, Open University Business School.

Sally Brownbill's insight:

How did I miss this article on May 4th?!

 

An interesting take on how the structure of the Star Wars galaxy can be used to teach us about leadership. It's a well written leadership article which covers some pertinent points. Not only that, it's a fun read, especially if, like me, you're Star Wars fan.

 

Possibly one of my favourite Leadership articles to date!

 

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Salesforce's Innovative Executive Development Creates More Authentic Leaders

Salesforce's Innovative Executive Development Creates More Authentic Leaders | Leadership Development for a Changing World | Scoop.it

Expectations for a corporation and its leaders are changing. Candidates, customers, and communities now want to see that a corporation has values that are aligned with their own. This is especially true for the next generation: PwC found that millennials are 5.3x more likely to stay with an organization when they feel a strong connection to the organization's purpose.

 

This new landscape has created a dilemma for leaders who haven't examined their own values. The simplest solution may seem to be that someone just adopts their company's corporate values as their own. But, that approach creates a dissonance between what someone truly values and what they say they value, which results in leaders who are uncomfortable, stressed, and inauthentic

Sally Brownbill's insight:

With an executive development program like Leading Ohana, it's no surprise that Salesforce were named #1 on FORTUNE "100 Best Companies to Work For®" List.

 

This blog gives insight into the innovative executive development approach that Salesforce have taken. Emerging World are proud to have been part of the Leading Ohana journey, which, over the course of a year, participants have taken part in individual reflection, peer coaching, meaningful volunteering, and more. 

 

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Measuring Long Term Impact is Important

Measuring Long Term Impact is Important | Leadership Development for a Changing World | Scoop.it

Corporate International Service Learning (CISL) programmes offer leaders the opportunity to test their abilities and develop global leadership skills by applying their work based skills to a project or assignment that serves a third-party constituency. Most often, companies seek to understand the immediate responses and outcomes of these programmes through post programme surveys, but very little evaluation is undertaken to establish the longer-term impact.

 

The impact on the participant, and ultimately their business is a key driver for stakeholders. Being able to clearly show how new skills have been developed and what impact this learning has on subsequent behaviour and work performance is essential to ensure executive buy in and programme growth.

Sally Brownbill's insight:

Corporate International Service Learning (CISL) programmes are becoming an increasingly popular tool for companies looking to build the talent and skills of their workforce while simultaneously addressing societal needs in the markets where they do business.

Measuring the long term impact of CISL programmes is key to developing programme impact and driving stakeholder buy in. This blog looks at the importance measuring the long term impact of Corporate International Service Learning (CISL) programmes.

 

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Why Leadership Development Isn’t Developing Leaders

Why Leadership Development Isn’t Developing Leaders | Leadership Development for a Changing World | Scoop.it

According to this HBR article, by Deborah Rowland there are four key factors to address to make Leadership development effective:

  • Make it experiential.
  • Influence participants’ “being,” not just their “doing.”
  • Place development into its wider, systemic context.
  • Enroll faculty who act less as experts and more as Sherpas.
Emerging World's insight:

Ok, so boiling everything down to four key issues is rather simplistic (it's the times we live in I'm afraid) but the factors that Deborah Rowland identifies here make good sense and I'm sure that in the cold light of day many programmes are not addressing these factors as well as they could.

 

To address these factors well, companies must work in close partnership with their learning providers and the companies must play an active role in programme management.  This cannot simply be offloaded to one supplier or outsourced! 

 

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Doblin’s Ten Types of Innovation - where is your next opportunity?

Doblin’s Ten Types of Innovation - where is your next opportunity? | Leadership Development for a Changing World | Scoop.it

This diagram describing 10 different types of innovation and the accompanying article can help you to audit the innovation that happens inside your organization and determine strengths and under-exploited opportunities.


Via Cambridge Marketing College
Matthew Farmer's insight:

There are many different kinds of innovation.Some immediately jump to mind while others are less obvious.  If you want to improve innovation in your work this model from Deloitte will help you to identify different areas to explore.  Which kinds of innovation are new areas for you to explore?

 

Matthew Farmer

Emerging World

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Increasing depth of learning

Increasing depth of learning | Leadership Development for a Changing World | Scoop.it

Corporate International Service Learning (CISL) however, is more than just a training course. CISL programmes are an experience that impact participants profoundly. They take participants across international borders to learn skills, gain knowledge and develop new behaviours by challenging them to apply their skills and expertise on real-life issues that have a social impact.  New data from Emerging World’s 2017 CISL Impact Benchmark Study backs up this claim with long term impact data on these experiences at all the levels on the Kirkpatrick framework.

Sally Brownbill's insight:

The 2017 CISL Impact Benchmark Study, published in September, is the latest research from Emerging World. The Study uses data from 688 employees of six companies to look at the longer-term impact of Corporate International Service Learning (CISL) programmes on participants and the associated return on investment for their companies.


Following the publication of the 2017 CISL Impact Benchmark Study in September, we have conducted further analysis to provide more insight and learnings from the research. This blog takes a closer look at how CISL programme design can make a difference to the depth of learning for participants.


The 2017 CISL Study uses data from 688 employees of six companies to look at the longer-term impact of Corporate International Service Learning (CISL) programmes.


If you would like to understand what a CISL experience feels like and explore how to use it within your organization, Emerging World is running an open Immersive Global Leadership experience in May 2018. To learn more about the experience click here.

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A healthy economy should be designed to thrive, not grow | Kate Raworth

What would a sustainable, universally beneficial economy look like? "Like a doughnut," says Oxford economist Kate Raworth. In a stellar, eye-opening talk

Emerging World's insight:

Globally. there was very little economic growth prior to the last industrial revolution.  If we are currently transitioning through a fourth industrial revolution, as many would have us believe, perhaps we also need to change the metrics of success?

 

Many economists will agree that GDP is not a great measure of success but what are the alternatives?  In this TED Talk Kate Raworth puts forward a compelling argument for changing our perspective on the issue and a very helpful framework for considering things - the 'doughnut', which questions the very idea of growth as goal.

 

If we embrace this, the challenge for leaders is to reinvent and re-envision what success looks like.


Matthew

Emerging World

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Is the UK economy at a new moment of sea-change?

Is the UK economy at a new moment of sea-change? | Leadership Development for a Changing World | Scoop.it

"Forty years ago Mrs Thatcher came to power, is the UK economy at another historic moment of change?" questions the BBC in this article.

 

Citing data such as flat levels of income since the financial crisis and the rise of temporary contracts, the article questions whether  the UK economy is about the undergo a massive change.  It reports that notes several opinion polls point toward embracing socialism ahead of capitalism.  But also acknowledges that the difference between 1979 and 2019 is that right now there is an absence of consensus on what an alternative vision looks like.

Matthew Farmer's insight:

The UK's position is symptomatic of what is happening all over the world.  What frustrates so many people is the lack of a credible and compelling alternative new vision.  People are fed up and want change but the only things being offered are some retrospective, turn-back-the-clocks ideas to some forgotten, mystical, halcyon era.  We need new visionaries. We need new leaders with new ideas we can rally behind.

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Evaluating Executive Learning Impact

Evaluating Executive Learning Impact | Leadership Development for a Changing World | Scoop.it

As leadership development professionals, we all want to design programs that have an impact and shift the way that people think and act. Measuring that impact effectively takes time and careful consideration, quite often it is overlooked or given less attention. Yet undertaking a good quality impact assessment not only provides learning professionals with more compelling data that can be used to secure ongoing stakeholder buy-in, but also the ability to learn and continuously improve programs.

 

Many leadership program evaluations focus on short-term feedback mechanisms in which participants are asked to rate their learning experience shortly after completing it and appraise what they have learnt. While these types of evaluations serve a purpose, providing quick data points that can be used to suggest (hopefully) positive impact, they do not assess the longer-term impact and capture information on changes in behaviour and results that happen as a consequence.

Sally Brownbill's insight:

In this blog, we discuss the importance of long term impact assessment data for developing and strengthening  leadership development programs.

 

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The Business Case For Purpose - EY sponsored research by HBR

The Business Case For Purpose - EY sponsored research by HBR | Leadership Development for a Changing World | Scoop.it

"Executives at purpose-prioritizing companies believe that their customers are more loyal and their employees more engaged. They see themselves as market leaders with a brighter future than their competitors. And they indicate that they are reaping major rewards for their efforts. They also indicate that they will continue working to embed purpose across their organizations" says this report from EY and HBR.

 

There is a'purpose gap' however between what organizations believe to be the case in terms of the importance of purpose and how their companies live up to that belief.

 

Matthew Farmer's insight:

To say that purpose is a current 'buzzword' or 'hot topic'would be a complete injustice (although some might describe it in such terms).  It seems to me that companies' current preoccupation with purpose underlies a much greater search for meaning in our lives and through our work.

 

This research from EY Beacon Institute and Harvard Business Review adds some rigorous research to the body of knowledge that demonstrates that not only does 'purpose' matter to to people but it is also good for business.  How companies translate their understanding of purpose into how they do things and what they do will be key to their long term success.

 

Matthew Farmer

Emerging World

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IntelligentQ's comment, May 2, 8:15 AM
IntelligentQ offers market research services for small and medium enterprises across the globe. It offers various ranges of services to meet the business objectives of small and medium enterprises.We also provide these services in partnership with other organisations.
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How to explain 'SOGIE' to newbies —

How to explain 'SOGIE' to newbies — | Leadership Development for a Changing World | Scoop.it

For those new to the term, SOGIE, an abbreviation combining sexual orientation, gender identity, and gender expression, has become one of the main reference terms to describe the LGBT (or lesbian, gay, bisexual, and transgender) community. It is now being introduced in many legal doctrines, in UN documents, and it is becoming popular in social media.

 

Its usefulness lies in its inclusiveness: The term “LGBT” is specific to lesbian, gay, bisexual and transgender people, but SOGIE refers to characteristics common to all human beings because everyone has a sexual orientation and a gender identity. Everyone also expresses their gender, not just lesbian, gay, bisexual and transgender people.

Matthew Farmer's insight:

One of my core values is inclusion and I recently had the privilege to be working on a leadership programme with Salesforce in the city of Detroit where we partnered with a number of inspirational organizations that were supporting marginalised young people.

 

One organization, the Ruth Ellis Center, is focused on providing safety and support to marginalised, at risk and vulnerable LGBTQ (Lesbian, Gay, Bisexual, Transgender and questioning) youth.

 

Their work is truly humbling and the challenges facing the young people they serve are immense - as they try to come to terms with some fundamental aspects of their identity at a volatile period of their lives within a society that may not understand or be accepting of them.

 

To help address this issue, the Center is working hard to help other service providers in the city and across the US to understand the things. Part of what they do incredibly well is provide training to service providers on SOGIE (sexual orientation, gender identity, and gender expression) - a much more inclusive term that applies to everyone. It was a new term to me but one I thought was really important and I found this great introductory article that explains more.

 

Matthew Farmer

Emerging World

 

 

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Transformation starts with agile leadership | McKinsey

Transformation starts with agile leadership | McKinsey | Leadership Development for a Changing World | Scoop.it

"For many organizations, surviving and thriving in today’s environment depends on making a fundamental transformation to become more agile.

 

More than any other factor, the key to a successful agile transformation is for leaders, particularly senior leaders, to develop substantially new mind-sets and capabilities."

 

According to this McKinsey report, "To do this in an agile way, five elements are essential:

  1. Build a cadre of enterprise agility coaches, a new kind of deeply experienced expert able to help leaders navigate the journey, supported by a leadership-transformation team.
  2. Get the top team engaged in developing its own capabilities early on, as all senior leaders will take their cue from the executive team.
  3. Create an immersive leadership experience (anything from a concentrated effort over three or four days to a learning journey over several months) to introduce the new mind-sets and capabilities, and roll it out to all senior leaders.
  4. Invite leaders to apply their learning in practice, both in agile-transformation initiatives already under way and through launching new organizational experiments.
  5. Roll out the leadership capability building at an agile tempo, with quarterly pauses to review the leadership experiences, experiments, and culture shifts over the past 90 days, and then finalize plans and priorities for the next 90 days."
Emerging World's insight:

As more and more companies realise that they need to fundamentally change the way they do things to be able to succeed in he modern era, they are embracing new agile ways of working.  This paper consolidates a lot of thinking in this space.

 

I'm particularly encouraged by the vital role that immersive learning experiences play in developing leaders' capability to drive this change.

 

Matthew Farmer

Emerging World

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Why it's time to shake-up leadership training

Why it's time to shake-up leadership training | Leadership Development for a Changing World | Scoop.it
In order to develop the leadership they require, employers need to ensure the leadership skills of all of their staff are refined – not just for the individuals identified as potential leaders. Ashleigh Wight reports from Skillsoft's 2018 EMEA Perspectives conference. When it comes to leadership development, it’s easy
Sally Brownbill's insight:

We know through our Corporate International Service Learning (CISL) research that employees our more likely to increase alignment with an organisations core values, objectives and priorities when assignments are completed in a group setting.

 

Whilst focussed mainly on micro learning, this article provides an interesting opinion on developing teams rather than just focussing on individuals and using tools, such as smart phones to make development more accessible.

 

Emerging World

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When it Comes to Leadership, Macrolearning Matters

When it Comes to Leadership, Macrolearning Matters | Leadership Development for a Changing World | Scoop.it
To develop great leaders, put them in tough, global situations.

 

The best way to develop leaders capable of guiding their companies in a complex, dynamic and global world is to put them in complex, dynamic and global situations. That means experiential, immersive learning, often in unfamiliar or uncomfortable settings.

Sally Brownbill's insight:

This article discusses how micro learning or learning at the desk is great for developing specific skills efficiently, but when it comes to developing global leadership behaviors, desktop learning just doesn't cut the mustard. 

 

The 2017 Emerging World research on understanding the long term impact of Corporate International Service Learning programmes provides insight in to how immersive learning programmes not only develop global leadership skills, but also benefit business while creating a social impact.

 

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Leaders as Explorers

Leaders as Explorers | Leadership Development for a Changing World | Scoop.it

When it comes to leadership development, organizations are becoming smarter by increasing the amount of resources and energy given to exploration strategies, while continuing to deliver results through exploitation strategies. What remains to be a challenge for many companies, is how to adequately prepare corporate leaders to be effective in the exploration domain. Simply put, how do leaders become explorers within their companies? And why is it so important?

 

Sally Brownbill's insight:

This article, published on IEDP, looks at exploit vs explore business models. It focusses on how to develop more leaders as explorers when natural instinct, as humans, is following the path of least resistance.

 

This article was written by David Tsipenyuk, Client Engagement Director at Emerging World. 

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BlackRock’s Message: Contribute to Society, or Risk Losing Our Support

BlackRock’s Message: Contribute to Society, or Risk Losing Our Support | Leadership Development for a Changing World | Scoop.it

In this article The New York Times reports on Laurence Fink, the chief executive of BlackRock, the $6 trillion investment firm's, plans to tell C.E.O.s in a letter that businesses must serve a social purpose or risk losing BlackRock's support.

 

The author of the article, Andrew Ross Sorkin, compares and contrasts this approach with Milton Friedman's much referenced views on the responsibility of corporations to make money for their shareholders  made in the 1970's.

 

There are very clear differences but also some similarities depending upon interpretation.

 

 

Matthew Farmer's insight:

The times, they are a changing! Or are they?  

 

When the world's biggest investment firm makes this declaration, we should certainly take notice.  It's a very explicit sign that the long term financial success of companies requires them to embrace a broader sense of responsibility and purpose.

 

It's also worth noting that he is not saying that companies should stop pursuing profits - rather that their pursuits should not just be for profit or, rather counter-intuitively, they will be less profitable in the long run.

 

How the corporate world interprets this message and who else get son this bandwagon will determine what really change happens. But add this message to the call at the last Davos for more responsible leadership and we are seeing a pattern, are we not?  Watch this space...

 

Matthew

Emerging World

 

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The Myth of Multitasking: Why Fewer Priorities Leads to Better Work

The Myth of Multitasking: Why Fewer Priorities Leads to Better Work | Leadership Development for a Changing World | Scoop.it

"Yes, we are capable of doing two things at the same time. It is possible, for example, to watch TV while cooking dinner or to answer an email while talking on the phone", writes James Clear

 

"What is impossible, however, is concentrating on two tasks at once. Multitasking forces your brain to switch back and forth very quickly from one task to another.

 

This wouldn't be a big deal if the human brain could transition seamlessly from one job to the next, but it can't. Multitasking forces you to pay a mental price each time you interrupt one task and jump to another. In psychology terms, this mental price is called the switching cost."

Matthew Farmer's insight:

With so much information all around us, the temptation to try to multi-task is very high but as this article and many others tell us is that we can't really multi-task. We can process things in serial or switch attention between two things happening at once but if the the cognitive attention required for either task is significant for either task we cannot effectively do them at the same time.

 

 

The pressure to try to multitask is high given the information overload but the reality is that we need to ensure that we don't experience a 'filter failure' and are able to prioritise and focus.

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Steve Bax's curator insight, January 10, 2018 10:35 AM
Food for thought!
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Global Purpose Index 2016

Global Purpose Index 2016 | Leadership Development for a Changing World | Scoop.it

The Global Purpose Survey undertaken by Imperative in collaboration with Linked In has some interesting findings. It studied over 25,000 Linked In users from across the globe to understand their connection with purpose.

Matthew Farmer's insight:

If you think that it's mainly millennials that are interested in purpose, think again

 

At the start of the New Year, it feels natural to think about our aspirations and consider what are we really trying to achieve.  This study published toward the end of last year is a good place to gauge the barometer.

 

Much talk I hear is how important 'purpose' is to recruiting and motivating young talent.  Actually it's increasingly important for engaging all talent across organizations.

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