Talks available Virtually as well as Face to Face
Building Sustainable Trust: You earn trust slowly but can lose it fast. Dutch saying: Trust comes on foot but leaves on horseback.
The Four Pillars of Trust:
- benevolence - wanting the best for others
- consistency - people believe you stick to what you say, you keep promises
- integrity - behaving the same way in public and private, regardless of whom you are with
- competence - you are able to do what you promise.
The pandemic forced bosses to trust their workforce and, on the whole, they’ve not been disappointed. What that has shown is how important reciprocal trust is: to get it you must also give it.
Leading through the pandemic
Every crisis presents choices. Cut costs. Sell assets. Preserve the status quo—or change everything. But what are the characteristics of longterm success? For leaders, the temptation is to simplify what is complex, to frame choices as binary. Or it can feel easier to hunker down and wait. But lasting success depends on a frank exploration of assets, environment and options. Throughout the pandemic, working with a wide range of organizations (from large publicly traded corporates to public institutions and startups) Margaret Heffernan has watched leaders rise to the challenge – or duck it. What can we learn today that will make us stronger tomorrow?
Leading through Uncertainty
Management used to be a 3-legged stool: forecast—plan—execute. But now our ability to forecast has become dangerously short term. Experts estimate that the very best forecasters can see no further than 400 days out; for the rest of us, the time horizon is a mere 150 days. The 3-leged stool is no longer secure.
In the face of uncertainty, how should leaders think about the future? What can they do now? What kind of long term thinking is worthwhile and useful? What are the perspectives and processes that illuminate opportunities? Not knowing the future could leave leaders feeling helpless, but they aren’t. They simply need a different mindset and different processes with which to confront a future where little is clear but much is possible.
Margaret Heffernan has watched leaders rise to the challenge – or duck it. What can we learn today that will make us stronger tomorrow?
In this presentation, Dr. Heffernan shares the research in her new book UNCHARTED: How to Navigate the Future as well as her current work with major institutions around the world.
We are addicted to prediction because we want to plan for the future, and because uncertainty is so uncomfortable. But there are huge pitfalls in forecasting and it’s critical to understand how far we can rely on them. Why do they so often let us down? Under what circumstances are they reliable? How can we use forecasting well without becoming addicted to its false certainties.
However thorough our data collection, however comprehensive our analysis, we cannot predict the future with absolute accuracy; uncertainty remains endemic in our lives and our organizations. Experts in forecasting maintain that their predictions are accurate just 400 days out – and that’s the best that the best can do. For the rest of us, the horizon is 150 days. But management has depended on forecasting – planning – execution. If the first phase isn’t reliable, how do we do the rest?
THE END OF EFFICIENCY
Since the Industrial Revolution, people and processes have been managed for efficiency: bigger, faster, cheaper. Technology optimizes for efficiency too. It is the watchword of managements everywhere.
But while efficiency delivers tangible benefits in complicated environments, it plays havoc with complex ones. Being able to distinguish the difference between the two, knowing when efficiency is safe and when its dangerous, has never been more critical. Get it wrong and companies risk spending too much, amplifying endemic risks or missing huge opportunities to innovate. In today’s organizations, being too efficient is as dangerous as being spendthrift. How can you tell when efficiency is your friend – or a foe?
CATHEDRAL PROJECTS AND THE PURSUIT OF PURPOSE
“Cathedral projects” is the phrase that Stephen Hawking used to describe projects, lasting more than a lifetime, that attempted “to bridge heaven and earth.’ They are born in uncertainty and their future is ambiguous from the start. But their ambition is to last and to bring to the world something of value and impact. What can we learn from these projects about contemporary organizations: their ambition, meaning and future? Does our inability to predict the future make such projects more or less viable? If we want long term institutions that matter, what kind of leadership and followership do they require?
PREDICTION and PREPARATION
A 2-part workshop
Part 1: We can’t predict the future. Experts in forecasting say they can see reliably only about 400 days out; those less expert are good at only about 150 days. Why is seeing the future so difficult? Why are pundits so often wrong? If history repeats itself, why isn’t it a good guide? And what about the huge promise of Big Data and AI: won’t that show us where we are going?
Part 2: Once you accept that the future isn’t knowable, what do you need to do and to be? The impacts on leadership are huge, requiring both different processes and personalities. What are these – and how can you develop them?
THE FUTURE OF LEADERSHIP
Leaders used to run their organizations with a 3 step process: forecast/plan/execute – and for decades, it worked well enough. But now the future is uncertain, stakeholders demand participation and transparency and longterm thinking, while crucial, feels harder than ever. In an age of ambiguity and anxiety, what are the crucial skills and characteristics that leaders must have? What is their relationship to experts, to stakeholders, to the world at large. Where will we find such leaders and what kind of development will they require?