Skills and Mindsets of Future Leaders

The current coronavirus pandemic (COVID-19) has demonstrated how everything around us is rapidly changing. Many experts agree that the future will continue to be “VUCA”. “VUCA” stands for Volatile, Uncertain, Complex and Ambiguous. The futurist and author Bob Johansen says” “…it won’t be getting easier. Leaders must accept this reality…” 

I recently listened to a presentation by Jacob Morgan who offers an interesting solution to this dilemma in his new book: “The Future Leader: 9 Skills and Mindsets to Succeed in the Next Decade” (Wiley 2020). He interviewed over 140 CEO’s from Mastercard, Unilever, Verizon, KPMG, Oracle, Saint-Gobain and over 100 other international companies. He also partnered with LinkedIn to survey almost 14,000 people worldwide to compare how CEO insights align with employee expectations. 

This article is a summary of the main findings of his research and conclusions that Mr. Morgan refers to as the “Notable Nine”: ... the four mindsets and five skills that all leaders need to develop to be successful over the next decade and beyond… 

1.  The Explorer

Just like explorers over time who ventured to new lands, future leaders need to lead their employees and organizations into new, uncharted destinations. Explorers are curious, open to new ideas, and agile enough to pivot when their original plan hits a roadblock. The Explorer mindset encourages the pursuit of new ideas, products, services, and novel methods of doing things. It means fostering an environment for continuous learning.

2.  The Chef

Great chefs are experts at balancing ingredients to create perfectly flavored dishes. Similarly, leaders of the future will need to balance the two most important ingredients in any business: humanity and technology. The humanity ingredient includes all aspects relating to people. The technology ingredient includes all aspects of how work gets done, including software, devices and automation. 

Adopting this mindset means embracing and leveraging technology to automate mundane, repetitive tasks in order to give employees more time to focus on the human side of the business.

3.  The Servant

The Servant mindset applies to relationship with your superiors, employees and customers. Successful future leaders will build strong collaborative relationships with their superiors. They will also work closely with and support their employees and make them feel valued and engaged.  Finally, they will put the customer at the center of every decision the company makes to grow customer loyalty over time. 

4.  The Global Citizen

As the world becomes more connected, every company becomes a global company with the potential to serve customers and attract employees around the globe. 

To develop a Global Citizen mindset, leaders need to be inclusive and actively seek out diverse teams, build upon different perspectives, and realize the global potential and impact of their decisions.

5.  The Futurist

Futurists don’t just react to trends; they proactively shape the future and lead change. The Futurist skill means constantly looking out for new trends, being open to change and preparing themselves and their organizations to thrive in conditions that may only materialize in the future. 

6.  Yoda

Just like everyone’s favorite green Jedi in Star Wars, leaders of the future must develop emotional intelligence, including empathy and self-awareness. These softer skills are crucial to strengthen relationships and achieve effective leadership. Empathic leaders have the ability to see things from the point of view of an employee or customer.

Future leaders must also be self-aware: both internally and externally. Successful leaders must be aware of their own strengths and weaknesses, and how other people view them. Then, they must be humble enough to act upon their shortcomings.

7.  The Translator

A skillful Translator has superior communication and listening skills. Future leaders need to learn how to deliver a persuasive message clearly and concisely. They need to use the right channels and communicate in a way that gets people’s attention and mobilizes them to action.

Future leaders understand that listening is more than just hearing. They listen with empathy to what is being said and develop a sense for what is not being said.  

8.  The Coach

Future leaders will face the challenge of leading a multi-cultural and multi-generational workforce. They will lead diverse groups of employees working remotely as well as on-site. The leader-coach will support employees to explore multiple alternatives, set realistic goals, develop actions steps and focus on solutions. As a leader-coach they create an environment of trust and listen without preconceptions. 

9.  The Technology Teenager

Future leaders need to be curious about how to apply the rapidly evolving technology to their business. Just like teenagers they have to be thrilled to dive in and experiment. They must be eager to discover new technologies to disrupt their business model or their industry. They must become enthusiastic early adopters.

For further references please refer to the sources below:

www.realizellc.net

https://thefutureorganization.com/books/

https://www.gallup.com/

https://www.weforum.org/agenda/2020/01/leadership-mindset-fourth-industrial-revolution-skills/

https://www.dukece.com/insights/nine-skills-for-future-leaders/

https://thriveglobal.com/stories/140-top-ceos-identify-crucial-skills-and-mindsets-for-future-leaders/

https://www.forbes.com/sites/kevinkruse/2020/01/15/top-5-leadership-development-trends-for-2020/#2f8fe2851f3a

https://www.ccl.org/articles/leading-effectively-articles/leadership-skills-for-an-uncertain-world/

Book: The Future Leader: 9 Skills and Mindsets to Succeed in the Next Decade - Jacob Morgan (Wiley, 2020)

Noelle Alemán Ocón
How Can Leaders Better Support Their Teams During COVID-19

The global outbreak of coronavirus (COVID-19) is presenting significant challenges for leaders across the world. The pandemic is having a structural and financial impact on every business. But, at the same time, it is having a tremendous toll on the people running these businesses as they face unprecedented worries about health, family, employment, relationships, financial and other.

During these times leaders should adjust their leadership practices to align with the principles of coaching. The International Coach Federation (ICF) defines coaching as “…partnering with clients in a thought provoking and creative process that inspires them to maximize their personal and professional potential…” 

Coaching can improve the client’s outlook on life and work and help the client tap into their potential to discover new, creative and resourceful ways to deal with their challenges, according to the ICF.

The 2009 ICF Global Coaching Client Study shows that individuals who partnered with coaches reported an improvement of 70%+ in their self-confidence, relationships, communication and work performance.

Here are four tools to help leaders evolve from being a leader to becoming a “leader-coach”.

1. Provide continuous feedback and communication

Leaders should schedule regular, virtual conversations to provide feedback and reach out to their teams who are working remotely. This helps employees feel seen and understood and provides an opportunity to discuss organizational priorities.

A Gallup study shows that employees who regularly communicate with their managers are nearly three times more engaged than those who do not. 

Technologies like Zoom, WhatsApp, Slack, Microsoft Teams, Workplace by Facebook, G-Suite, etc. can help people of all ages and technology fluency stay in close touch with colleagues and collaborate effectively during the shelter-in-place restrictions.

2. Show empathy: Ask more than tell

Now more than ever, employees need empathy. One of the most powerful ways to show empathy is by asking questions and listening more than telling employees what to do. Here are three simple questions:

One:  “What is working well?” This opens up the dialogue and reminds both the manager and the employee of all that is working out and going well.

Two:   “Where are you getting stuck?” This focuses on the obstacles the employee is experiencing and sets the stage for finding solutions.

Three:  “What are all the possible ways to do things differently?” This empowers the employee to think out-of-the-box, to look for options, be creative and resourceful. 

3. Use the GROW® model for goal setting and problem solving

Leaders can apply the GROW model to help employees get “unstuck”. This model was developed in the United Kingdom and has been used extensively in corporate coaching since the 1990’s.  Leaders should explore each of the letters in GROW.

  • Goal: what is the end point

  • Reality: where you are now; what are issues and challenges

  • Obstacles: what are the obstacles stopping you to get to your goal

  • Options: what are all possible ways to deal with the obstacles

  • Way forward: what are specific action steps to get to your goal

GROW can be used on strategy, processes, tactical and interpersonal issues. GROW can be used with individuals as well as teams working on the same problem or goal. 

4. Lead by example: be a role model

People are more at home these days and are frequently exposed to frightening news updates on several media. Leaders should take the initiative to reach out to employees via live video interaction, webinars, articles, helpful and uplifting social media posts and more. This is the time for leaders to lead by example and help people see the bigger and brighter picture beyond the end of this crisis. 

For further ideas on leadership and coaching please refer to the sources below:

https://trainingindustry.com/articles/leadership/coaching-in-the-time-of-covid-19/

https://coachfederation.org/app/uploads/2020/04/Staying-the-Course-PPT.pdf

https://hrdailyadvisor.blr.com/2020/04/13/coaching-meets-coronavirus-how-to-support-employees-during-a-crisis/

https://www.thecoachingtoolscompany.com/open-letter-role-of-coaches-during-covid-19-crisis/

https://hbr.org/2020/04/coaching-your-team-through-uncertain-times

https://www.trainingzone.co.uk/deliver/training/why-coaching-questions-are-a-powerful-tool-during-the-coronavirus-pandemic

https://coachfederation.org

https://www.realizellc.net/