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Insights from Rita McGrath - When spring comes, snow melts first at the periphery, because that is where it is most exposed” Andy Grove, Intel’s fabled former CEO and author of Only the Paranoid Survive observed that “When spring comes, snow melts first at the periphery, because that is where it is most exposed”. 
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Great companies are the children of winter.”
How might we leverage these newfound constraints as fertile ground to unleash an unprecedented level of creativity?
3 different mindsets that Chinese companies have been adopting during the path to recovery.
Emerging Worlds insight:
'Great Companies are the children of Winter'
In conversation with Chinese business leaders, IDEO identified three different mindsets (or creative leadership modes) that companies are adopting in their path to recovery - the Accelerator, the Explorer and the Optimizer.
Which one seems right for you?
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"The primary qualities of conscious leaders make them highly suited to leading in a world that is interconnected, where ripple effects caused by organizations have far-reaching effects on other parts of the world, where collective intelligence is needed to crack some of the bigger problems we face by using our combined resources and innovation, and where leaders are required to be authentic and transparent in their being and actions, because business is conducted in the public eye.."
Doreen Wanja Muteros insight:
Climate change, disrupted economies, social unrest and other global crises may not be the biggest threat to the world today but rather, as John Renesch a writer on matters of social and organizational change argues, the lack of effective (conscious) leadership. Conscious leadership embraces a growing sense of self-awareness, systems thinking and leading with purpose. This article by Gina Hayden suggests a great starting point for conscious leadership: leaders have to be ready to make a shift in how they think about themselves and how they view the world.
Doreen Mutero
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"Heartfelt leadership is not soft, wear-your-heart-on-your-sleeve emotional behavior. It’s strong and committed leadership. It’s touching hearts, building trust and letting team members know you care about their success. It’s being courageous enough to establish relationships with individual team members so that they feel comfortable expressing their career desires"
Doreen Wanja Muteros insight:
It takes a level of courage to engage in heartfelt leadership; to ask empowering questions, to listen intently and deeply whilst suspending judgement and to tailor communication to the individual as a unique being. The purpose for heartfelt conversations is to build trust, show value, and develop a sense partnership for the individual. Both the leader and those they lead have a responsibility for developing a WOW experience at work; individuals need to want to give their very best and leaders need to ensure that the workplace is supportive of their efforts.
Doreen Mutero
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In a conversation between Tiffani Bova and Liz Wiseman, leaders can either be diminishers or multipliers. “Multipliers see people more than what they are.” They work to develop people rather than focus on using people to get the job done. They create smarter people, challenge and support them and give them opportunity to be in charge.
Doreen Wanja Muteros insight:
A good leader sees the potential in the individuals they lead and calls it out, a great leader takes that a notch higher. They see beyond the seen, challenging the individual to go above and beyond their own view of themselves therefore enabling them to tap into the riches of their inherent capabilities and collective experiences to become more than they ever dreamed of. What's encouraging is that every leader has an opportunity to grow from one level to the next!
Doreen Mutero
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This article highlights the importance of immersive learning for leaders from the beginning of their leadership journeys. Dr Kelly Lum argues that through immersive learning programs, leaders are "exposed to a variety of real organizational situation"s and are "given the opportunity to process these contextual conditions and formulate responses with a group of other leaders and a program facilitator". What results is a culture of openness and transparency down to the entire organization.
Doreen Wanja Muteros insight:
How can we set up leadership development programs as a catalyst for increased transparency and interaction within the organization? Immersive learning. These experiences can be powerful, leveraging problem solving in real situations, great feedback, coaching and collaborative decision making. What's great is that leaders are continuously learning from one another by sharing their experiences and ideas.
Doreen Mutero
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"Systems leaders see their role as catalysing, enabling and supporting widespread action – rather than occupying the spotlight themselves"
David Tsipenyuks insight:
Leadership in the 4th Industrial Revolution will be fundamentally different given the critical role large global companies will play in solving unprecedented collective challenges (Climate Change, Migration, Inequality, etc.) that face us all. Given the magnitude of the challenges, requiring business leaders to engage with the broader system by engaging with and bringing the perspectives of academia, government and civil society in finding creative solutions. Thus, it is a matter of time that business leaders will not only be evaluated by their performance inside companies but the positive shifts they make to the entire ecosystem.
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The increasing power of corporations makes business leaders some of the most powerful people in the world today. With this increased power comes an increased responsibility: to lead business for the benefit of all society. As a result, companies need their leaders to live their ethics and values more than ever and embrace Responsible Leadership (RL).
Sally Brownbills insight:
Emerging World recently launched the 2019 CISL Impact Benchmark Study; research on the long-term impact of CISL programmes. The annual Study creates a benchmark from 1115 survey responses of programme participants from 8 global organisations.
This blog takes a closer look at the Responsible Leadership Impact of these types of Immersive Learning experiences, and shares data driven insights into how the design of programmes can impact learning outcomes.
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An amazing opportunity for corporate leaders to step out of their comfort zones and release some of the long-held perspectives by playing a greater role in reversing the social trend through community engagement.
Emerging Worlds insight:
What companies and corporate leaders can do to be more inclusive in the communities they operate it?
One of the most affluent areas in the world, over the last decade, or so, San Francisco has been experiencing a continual tear in its social fabric as the tech sector has been contributing to disparities and inequality driving social contrast in the city. As many know, such disparities are having an effect on so many cities around the world. Now more than ever measures are needed to be put in place to reverse the trend. This is an opportunity for corporate leaders, whether in tech or in other industries, to act responsibly. It is an amazing opportunity for corporate leaders to step out of their comfort zones and release some of the long-held perspectives by playing a greater role in reversing the social trend through community engagement. The community engagement space is, therefore, a great place for companies to compete because it appeals to talent (and increasingly customers) and it also demonstrates responsibility if it is done well and done authentically.
Through inspirational immersive experiences, at Emerging World we have supported corporate leaders from organizations such as Microsoft and Salesforce to think and act more inclusively for greater business and social impact. To learn more, please go to our website at
David Tsipenyuk
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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 Worlds 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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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 Worlds 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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"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 Farmers 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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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. Via David Hain
Matthew Farmers 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.
David Hain's curator insight,
November 27, 2018 5:11 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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Emotionally charged capacities such as imagination can play an important role in thinking about future scenarios
David Tsipenyuks insight:
Emotions play a very significant role in our working environment, in which we often spend a lot of time. Yet companies continue to primarily focus on the rational side with emotions being an inconvenience that needs to be tamed. Given the volatility and uncertainty, we are all experiencing due to the impact of the pandemic companies should embrace the anger, excitement. frustration and pride felt by employees as a vital part in having deeper conversations around engagement, creativity, values and risk-taking.
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How can Human Resources lead change? Simple approaches informed by systems complexity, community engagement and digital networks help evolve the practice of Human Resources and dramatically increase its positive impact on collective performance. Celine Schillinger, Engagement Leadership expert.
Matthew Farmers insight:
Too often, argues Céline Schillinger, HR ends up being a barrier in the Change Leadership process and reinforcing old ways of doing things. She provides some helpful insights based on her 30 years of experience of corporate change activism on how to go about shifting things.
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"Clayton Christensen succeeded as the world's most influential business thinker principally through leadership storytelling"
Doreen Wanja Muteros insight:
More and more leaders are using storytelling quite intentionally as a leadership tool. Whether it’s during the quarterly a townhall meeting, team meeting workshops or CEO speech, leaders are harnessing the power of great stories to build an emotional connection and deliver information that is memorable.
Dan Schwabel, author of “Lead with a Story: A Guide to Crafting Business Narratives that Captivate, Convince and Inspire” describes five most commonly used instances where leaders can use storytelling: inspiring the organization, setting a vision, teaching important lessons, defining culture and values, and explaining who you are and what you believe. Authentic story telling builds trust, engages people and enhances stickiness.
Doreen Mutero
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In this article, Céline Schillinger an expert in Leadership Engagement asks some thought provoking questions “If work is to become widely automatized, jobs to be replaced by machines and algorithms… then is human engagement at work a waste of time?” is engagement a historically dated, Western culture-related practice? And is it possible to stay relevant in the field of workplace culture without expert knowledge in robotics, algorithms, artificial intelligence, data-driven workforce management?”
She goes on to suggest that all the people impacted by the future should get a chance to co-design digital technologies. Business leaders and tech experts should create the necessary conditions for the mobilization and contribution of the whole ecosystem.
Doreen Wanja Muteros insight:
In the 4th Industrial Revolution, it is evident that digital innovations are a force, either as a disruptor or an enabler of engagement efforts. As change is inevitable and rapid adaptation of technological shifts critical, leaders will need to involve the wider ecosystem in shaping their new digital path rather than having it shape them. The human skills needed in this era which are the soft skills often talked about will continue to form the core of successful technological adaptation outcomes.
Doreen Mutero
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As we start off this new year, John Maxwell reminds us that "When we think big, act small, and stay consistent, we see our dreams and our accomplishments far exceed what we initially imagined they could be and participate in the rewards and return they bring."
Doreen Wanja Muteros insight:
I would title this article Dream Big and Stay Committed! A new year and indeed a new decade presents an exciting opportunity to restart. It’s an opportunity to reflect on how we have done things in the past and the impact that has had. Ultimately, what's energising is the big audacious dream that stands in front of us, not without fear or hesitation but despite it all, we are all working towards something, hopefully big. This article is a reminder to be have a long-term view of life and be consistent in the journey towards realising our goals.
Doreen Mutero
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Lisa Dreier, David Nabarro, and Jane Nelson have distilled five key elements of the systems change process into the ‘CLEAR’ framework for leading systems change. These five elements are not necessarily sequential – they may overlap or repeat in cycles throughout the course of an initiative.
The systems leadership approach is well-suited to complex challenges that require collective action, where no single entity is in control. However, the approach is challenging – involving high transaction costs, ambiguous outcomes and long timeframes. It is best applied to complex issues that cannot be solved through more direct means.
Matthew Farmers insight:
At Emerging World, we increasingly talk about the importance of understanding the system in which you operate, how your company influences that system and is influenced by it. It's one of the reasons why Immersive Learning is so important.
Beyond understanding the system comes Systems Leadership - a way of leading that is increasingly important given the scale and scope of the challenges in front of us. Systems leaders are humble, great listeners and work tirelessly without seeking the limelight on broad issues they care passionately about. Society needs more great systems leaders so we need to identify them and develop them quickly and effectively.
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"To do their best work, people need to feel secure and safe in their workplace. " In this interview, Martha Lagase speaks with Amy C. Edmondson, author of The Fearless Organization who shares some guidance for managers and leaders. Managers can create psychological safety among the people they lead by inviting input through asking good questions, recognising the courage it takes to speak up and helping individuals see how their input matters. Although this requires effort, it is well worth the it.
Doreen Wanja Muteros insight:
Good leadership and team effectiveness comes about through some good amount of deliberate effort and thoughfulness in how we do things. To create teams that are courageous and not pre-occupied with looking good, leaders must be intentional about the kind of workplace environment that they create. Whats interesting to note in this article is that psychological safety relates to diversity, inclusion and belonging.
Doreen Mutero
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Although there seems to be a lot of noise about digital disruption and the need to re-skill the workforce in technical skills required to succeed in a digital world, new research from IBM suggests that it's behavioural skills that are most needed.
Digital skills can be filled quickly from the young pool of talent entering the workforce . The behavioural skills take more time to develop
Matthew Farmers insight:
According to Josh Bersin and IBM's latest research, it is no longer a digital skills gap that we are experiencing. These kinds of skills can be relatively quickly filled from the new pools of talent entering the workforce. Much more important to develop are behavioural skills.
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In times of deep social and technological change, social media enables leaders to take advantage of the radical cognitive and relational transformations that are taking place everywhere. Social media creates within leaders and through them more capacity to metabolize the complexity of our modern world and turn it into a strategic advantage.
Matthew Farmers insight:
Apparently only 10% of Fortune 500 CEO's personally engage in social media. Why can these find the time while others can't?
Céline Schillinger outlines some of the greatest areas of value of social media engagement for leaders and they all relate to dealing with increasing complexity - one of the big issues of our time.
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What would a sustainable, universally beneficial economy look like? "Like a doughnut," says Oxford economist Kate Raworth. In a stellar, eye-opening talk
Emerging Worlds 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.
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"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 Farmers 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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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 Brownbills 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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This post from Rita McGrath is from a couple of years ago but is more relevant now than ever.
The longer that we spend working virtually, the more effort we need to make to connect ourselves to the parts of the business where change happens - the edges.
Emerging World's INmersion experiences are designed to help companies do this by bringing the outside IN to the virtual learning experiences in imaginative and engaging ways that help participants see things from new perspectives.
Matthew Farmer
Emerging World