DARE TO LEAD - THE FUTURE

Phillip Ralph & Ashleigh Smith

The Leadership Sphere

The new world and why it's important

4th Industrial Revolution

Why the work of Brene Brown is even

more important

Daring Leadership

What is the collective story we need to

write?

Writing a New Story

AGENDA

A Journey in to what will be required to

thrive in the 4th Industrial Revolution.

What leaders and organisations need to do differently – for real this time…

Presented by: Sarah Lowes

C O V I D - 1 9 h a s w o k e n o r g a n i s a t i o n s u p t o t h e 4 t h I n d u s t r i a l R e v o l u t i o n w a y o f w o r k

“We are in a technological revolut ion

that is fundamental ly a lter ing the

way we l ive, work, and relate to one

another. In its scale, scope, and

complexity , this transformation wi l l

be unl ike anything humankind has

exper ienced before.” - World

Economic Forum

INDUSTRY 4Revolution not evolution.

Less than 14% of C Suite leaders say they are ready for this new way of work and the 4th IR

1st IR was the use of steam to mechanise life and industry.

2nd IR was electricity to create mass production

3rd IR used electronics and information technology to automate production.

Now the 4th Industrial Revolution - characterised by a fusion of technologies that is blurring the lines between the physical, digital, and biological spheres.

industry 4Impact on society

Data drivenSecurity challengesGlobal connectivity

industry 4Impact on society

Data drivenSecurity challengesGlobal connectivity

Impact on organisations Speed to change Agile in approach

Disruption the new norm

industry 4Impact on society

Data drivenSecurity challengesGlobal connectivity

Impact on individualDifferent skills required

Ways of working Power is more even

Impact on organisations Speed to change Agile in approach

Disruption the new norm

WHAT IS DIFFERENT IN THE POST COVID19/ INDUSTRY 4 WORLD?

Remote working has now been proven to work

Outcomes based work v’s KRA’s and days and hours contracted - Trust

Based Leadership

Employed to do a specific job v’s ongoing employment contract

Development will need to be done differently

Care based leadership – Jacinda Ardern

Leaders to be the Facilitators of outcomes and not the all knowledgeable

Dad’s may want to stay home more now

INTRODUCTION

So what has got us here, may no longer help us get to there…

How do we create the new story?

Q & A

INTRODUCTION

“Right now, your company has 21st-century, Internet-enabled business processes, mid-20th-century management processes, all built atop

19th-century management principles.”The Future of Management: Gary Hamel & Bill Breen

All Blacks Head Coach Steve Hansen Talks Mental HealthBrené Brown ·Follow Share

BR

EN

É B

RO

WN

Research professor at the University of Houston.

Two decades studying courage, vulnerability, shame,

and empathy.

Author of five #1 New York Times bestsellers

including her latest Dare to Lead - released in

October 2018 and is the culmination of a seven-year

study on the future of leadership.

The bottom line: We have to walk through

vulnerability to get to courage.

ONE RESEARCH QUESTION

“What, if anything, about the way people are leading today needs to change in order for leaders to be successful in a complex, rapidly changing environment where we’re faced with seemingly intractable challenges and an insatiable demand for innovation?”

There was one answer across the interviews.

.

ONE RESEARCH QUESTION

We need braver leaders and more courageous

cultures.

Why is that important?

Research took a critical and challenging turn -

50+ answers – research participants

struggled to describe specific skills, however

they could talk about problematic behaviours

and cultural norms

.

RUMBLING WITH VULNERABILITY

Having the courage to show up when you can’t

control the outcome.

LIVING INTO OUR VALUES

Intentions, words, thoughts and behaviours align

with our beliefs.

BRAVING TRUST

Boundaries, Reliability, Accountability, Vault, Integrity,

Nonjudgement and Generosity.

FOUR CRITICAL

SKILLS EMERGED

LEARNING TO RISE

Learning to get back up after a setback or failure.

“Our ability to be daring leaders will

never be greater than our capacity for

vulnerability”.

VULNERABILITYBr

ené

Brow

n

01 02 03DARING LEADERSHIP IS BORN THROUGH VULNERABILITY

VULNERABILITY MEANS EMPATHY AND CONNECTION WITH OTHER PEOPLE

04 05 06

WITHOUT VULNERABILITY THERE IS NO CREATIVITY OR INNOVATION

YOU HAVE TO FACE VULNERABILITY TO LEARN TRUST AND VULNERABILITY

TRUST AND VULNERABILITY GROW CO-DEPENDENTLY, NOT SEPARATLY

VULNERABILITY MINUS BOUNDARIES IS CONFESSION & MANIPULATION

V U L N E R A B I L I T Y

T H E A R M O U R Y

Leaders believe that, by protecting our heart &

emotions and not bringing them to work,

employees become more productive and

efficient. The reality is: our armour kills courage,

curiosity, and innovation.

“ T H E C A V E Y O U F E A R T O E N T E R H O L D S T H E T R E A S U R E Y O U S E E K . ”

J o s e p h C a m p b e l l o f f e r s t h e p u r e s t c a l l s t o c o u r a g e f o r l e a d e r s :

Q & A

WRITING A NEW STORY

This is our opportunity to grow and

develop leaders who know how to build

organisations that are FIT FOR THE

FUTURE. To build organisations that are

safe, where people can show up as

themselves, where the culture and tone

allows – and in fact - amplifies human

initiative, creativity and passion.

I N T E G R A T E D L E A D E R S H I P

D E V E L O P M E N T M O D E L

You have to attend to all three

equally well:

CLARITY

CAPABILITY

CONTRIBUTION

Otherwise you will have either:

BENIGN impact

BLIND impact or

BLUNDERING impact

F O C U S E D D E V E L O P M E N T

S O W H A T D O E S B E I N G ' F U T U R E F I T ' L O O K L I K E A N D H O W C A N W E H E L P Y O U C R E A T E ‘ Y O U R N E W S T O R Y ’ ?

Truly caring – putting the leadership into management

Always seeking feedback(formal and informal) without

qualification – must create a safe learning environment

Show being Humble and Vulnerable

INDIVIDUAL LEADERS

- Display their learning agendas

- Letting others lead and run things

Absolute role model of the Values and Behaviours to both the

staff and to the customers

CX must be uncompromised and values driven

Purpose/ strategy/ vision even more critical now than every

The Values are real and not words of aspiration up on the wall

Your best EVP will be your ongoing Wellness Program

High Employee Engagement will be more than 50% of a leader's

success and remuneration

It is no longer a ‘flexible work environment’ – it simply is the

work environment

Set up a formal program of works to lead out of crisis mode into

future state prosperity mode – it will not just happen

ORGANISATIONS

Maybe completely new teams – so the Forming/ Storming/ Norming/ Performing has to happen all over

again – make it deliberate and not by osmosis

Leading virtual teams for those who didn’t and now do

TEAMS

Q & A

C O N T A C T U S

Melbourne, Sydney, Brisbane,

Adelaide, Perth

1300 100 857

ashs@theleadershipsphere.com.au

phillipr@theleadershipsphere.com.au

THANKS