Let's talk Transformation : The business leaders podcast

"Don't be fooled by shiny technology... have a look at your business pain points and what problems you need to solve first"Matt and I delve into the world of driving sustainable digital transformation with all its pitfalls and iterative loops. We unwrap the journey of digital transformation in organisations - which is inevitably fraught with challenges - from enacting organisational change to managing career risks and adapting to the rapid evolution of emerging technologies. Organisational stamina is however one of the biggest challenges we face - not giving up at the first success or failure, but organisations are like people – always looking for a quick fix.We delve into how taking a systems thinking lens can be transformative, especially coupled with the revolutionary potential of generative AI and Large Language Models (LLMs) in industries like construction, which have historically been skeptical of technological advancements due to past disappointments. Generative AI and LLMs, despite the challenges exemplified by Google’s struggles with bias, are lauded for their capacity to revolutionise data management and processing. They promise a future where complex data is not just managed but harnessed to drive decisions, optimize processes, and ultimately, catalyze growth. - leaving time for the more complex human elements to be top of mind. For technology implementation to be successful, it must be rooted in continuous progress, systemic analysis, and the dismantling of operational silos through collaboration and empathy. Matt shares his insights from his career to date, and the model he developed of how to successfully implement digital transformation - work done right ! The main insights you'll get from this episode are : -       Work Done Right is a collection of lessons learned from various industries with common themes of how best to achieve or not to achieve digital transformation.-       Society needs infrastructure but is not good at providing it on time and on budget; we must improve processes using technology to help project leaders get it right first time.-       The Work Done Right methodology is about process, culture and systems thinking – we must view projects holistically as interconnected wholes rather than in silos.-       Within the system, we must define the quality we want and the systems we need to achieve it but work quality requires a speak up culture, akin to speaking up about health and safety for the greater good.-       Human error can cause problems but there are rarely systems in place for errors to happen, i.e. people do not speak up about quality/process failures - tech and engineering are very knowledgeable but fail to take account of human factors that are part of the processes/system.-       Translatability of ways of working from one industry to another is very beneficial, e.g. energy companies approaching other industries that have a good track record for safety of operations in hazardous environments, e.g. aviation.-       Systems engineering and systems thinking can be used to ‘engineer out’ value risk. Any large organisation naturally builds up silos over time due to specialisation and bureaucracy but derisking is important as doing things differently entails risk.-       There are competing elements of culture and technology at play in the explore-exploit scenario - change is often initiated for the sake of it without recognising the good reasons why systems are put in place.-       ‘Splashy technology syndrome’ describes situations in which people desire digital transformation but are distracted by the current tech hype cycle, e.g. crypto, IoT, AI, etc. – FOMO takes over in the rush to use new tech, but any disappointment in the result reinforces the conservative bias.-       GenAI can be transformational but should not be used for long-term business decisions. There is a widespread data problem in that most data is not used, but LLMs can make sense of messy data, and using 60% of data instead of 10% equates to a huge competitive advantage.-       Long-term, there will always a place for humans - human decision-making and experience are irreplaceable, but success will depend on using gen AI and LLMs to improve our decision-making.-       The OODA (observe, orient, decide, act) loop designed by the military can be applied to any competitive endeavour, can be incentivised and is iterative (build, measure, learn) - it aligns incentives with successful implementation and offers organisations the opportunity to develop a learning mindset through repetition.-       Organisational stamina is the biggest challenge we face - not giving up at the first success or failure, but organisations are like people – looking for a quick fix.-       Organisations must determine failure points and rectify them there and then before progressing, with no blame game and no catastrophising - identify why a business objective is not being reached and deploy the OODA loop repeatedly to move forward.Find out more about Matt and his work here :https://www.linkedin.com/in/kleimanmatthew/https://cumulusds.com/

""Organisations that fail to hire for and develop positive character among their leaders are missing an opportunity.."A great conversation with Mary about the crucial relationship between character and leadership, and how it can enable transformation in organisations and organisational culture. We dive into the 11 dimensions of character with corresponding behaviours and look at the importance for leaders to balance extremes and manage polarities to promote inclusive and collaborative spaces. We discuss dismantling the assumption of static character and empowering leaders to embrace personal agency in their decision-making processes. Our conversation goes beyond the surface, tackling the subconscious influences on our behaviour, balancing polarities and looking at the various different levers for developing character, as well as challenging biases in different processes and systems. What is the impact of taking Character into account ? A significant shift in the environment within organisations, calling for a re-evaluation of leadership selection to be more character-centric.Mary shares her research and experience from running educational programmes with leaders all over the world on Character and its impact on leadership in today's workplace. The main insights you'll get from this episode are : -       Character development can unleash excellence once unlocked, but linking the science of character to leadership is a relatively new concept. Leadership was on trial during the economic crisis in 2008 – the leadership failures that led to the global financial crisis were not a failure of competence but a failure of character.-       What is character? Is it possible to develop character? There is no evidence that character is ingrained and cannot change, but it should not be confused with personality, which is semi-stable (e.g. introvert/extrovert).-       Character is a set of specific behaviours that satisfy criteria, and each one of these behaviours can be developed as a habit. Most of us have underdeveloped character because we don’t know of the possibility to develop it.  -       There are metrics, e.g. 11 dimensions of character with 62 associated behaviours, and Aristotle called character practical wisdom – the key facet is that any virtue operates as either an excess or a deficiency, e.g. a lot of courage requires a lot of temperance.-       We need to understand that strengths operate in a dysfunctional way in the face of the virtue vs. vice polarity; operating with a deficiency must be recognised and excess must countered, e.g. tenacity/grit has to be offset to avoid negative outcomes.-       The link between character and DE&I is that understanding character can create a more inclusive environment in which people can thrive. We judge ourselves on our intention and others on their behaviour, but character is about observable behaviour, and our intentions mask our lack of understanding of others’ behaviours.-       The culture of an organisation will reflect the character of the individuals in the organisation: intention and behaviours don’t match up, which is borne out by research on self-awareness. Character supercharges the DE&I agenda and helps us get to our real natures.  -       We have personal agency over our character and must form the right habits to develop it. Character brings laser focus to core beliefs and scripts that we are unaware of and that are difficult to overcome, e.g. vulnerability, trust, worthiness.-       There are various levers that create an intention to develop a behaviour:  What belief leads you to think it will be a positive or negative outcome? Is it a normative behaviour in my milieu? Does my lifestyle support that? Would I have the ability to do it? We have a choice how we respond to these questions.-       We need character to counter cognitive biases, e.g. in the recruitment/interview process, and systemic biases where justice and accountability are an exploration (for leaders) to understand how it feels to be in systems not designed for you.-       ‘Boundary spanners’ have had to develop character to navigate a world not built for them; character enables the development of competence once given the opportunity to do so and levels the playing field more.-       Leadership development should be about education and awareness of what character is so as to be able to assess it and embed it in organisation. This can be scaled from individuals to groups/teams/organisations using the Virtuosity app, which offers resources for running workshops for groups.-       The app is a great example of how digital can be used to leverage the impact of behavioural science and is intended to help bring about the paradigm shift required, e.g. post-Covid, the transformation in individuals and the multiplier effect from train the trainer, and the importance of psychological safety.-       The development of character helps people both personally and professionally – personal development benefits an entire organisation and is a holistic approach that takes life as its motivation (self-leadership).Find out more about mary's work here : LinkedIn: https://www.linkedin.com/in/mary-crossan-048ba5269/?originalSubdomain=caInstagram: https://www.instagram.com/virtuositycharacter/Podcast: https://www.questionofcharacter.com/Ivey Business School: https://www.ivey.uwo.ca/faculty_research/directory/mary-crossan/For organisations: https://leadercharacterassociates.com/For individuals: https://apps.apple.com/gb/app/virtuosity/id1632255508 

"As we navigate the post-COVID landscape, the need for intentionally empathetic leadership has never been clearer.."Neal and I delve into the profound impact of empathy on cultivating thriving workplace cultures and how we can scale this skill, particularly at more senior levels of the organisation.Empathy is often referred to as a 'soft skill' but is actually one of the hardest to enact and is more than a soft skill—it’s a strategic advantage. Executives and leaders who embrace empathetic practices are witnessing tangible benefits in business metrics, marketing, and branding. We discuss debunking common myths about leadership and collaboration in organisations and conclude that it’s time to challenge the status quo and embrace the paradigm shift. Engaging in courageous conversations, addressing conflicts with sensitivity, and creating a shared vision through empathetic confrontation can be powerful and strategic tools for organisational transformation.Neal shares his experience, insights and research from his book 'the E suite' and from his operational daily life as CEO of Cybercore Technologies. The main insights you'll get from this episode are : -      The shift in work-life balance during Covid saw people and empathetic leadership come first as opposed to empathy being considered a soft skill and not representative of ‘strong’ leadership.-      Executive leaders must seek to apply empathy and openness by understanding context and emotional states and making decisions based on this – it is not about ‘niceness’ and should be reframed as relationship building.-      The concept of business(-focused) empathy is about understanding the people you work with and using it as a tool to help with decision-making, e.g. how to deal with a diseased tree branch that impacts the tree as a whole.-      Strategically impactful decisions for a business involve the deliberate and intentional use of empathy as a leadership skill and lever - empathetic confrontation is linked to collective vision and organisational transformation.-      The most impactful transformations come from a place of safety and understanding the context so that transformation is not combative but involves all parties to solve a common problem.-      Create unity, not homogeneity by creating a level of trust - intense conversations in a trusted and safe environment can be very productive and senior leaders can create the conditions for empathetic discussion by saying transparently what is going on, inviting people to talk to them and creating psychological safety.-      Empathy is not always the solution but personal agency can be leveraged using effective communication, for example, by meeting with people for a disclosed reason; not letting emotional states come into play; monitoring reactions; looking for underlying issues and finding constructive solutions.-      Post-Covid, there is more openness to empathy generally but still many generational differences in terms of what makes a workplace successful, although it is clear that people-first policies affect the bottom line.-      Talent managers have an opportunity to inform leaders of the impact of empathy using bare metrics (e.g. the cost of firing/hiring v. retraining) or demonstrating the proven ROI of empathy.-      Leaders must hold themselves and others accountable and practice empathy until they are conversant in it – if they lend their voice to the conversation, people are more disposed to talking.-      Transformation instigates fear, which thrives in quiet and darkness, so it is important to talk to those who will be impacted, be transparent about the process and honest about the issues.-      Small changes within an organisation can transform an individual’s experience and future leaders should want to make the workplace the best possible place it can be.Find out more about Neal here : https://www.amazon.com/Suite-Empathetic-Leadership-Generation-Executives/dp/1626349940https://theesuite.com/https://www.instagram.com/theanxiousceo1/https://medium.com/@neal.frick/

"There can be kindness in telling the truth, and therefore providing a place from which to move forward.."A great conversation with Paru about being authentic, and defining our own meaning of success. Learning to trust one’s intuition is a skill that many overlook, and we discuss the very essence of authentic leadership, the art of self reflection and how to empower others as you stand boldly in who you are. Paru shares the trials and triumphs of tuning into that inner voice. It’s about looking back to move forward, reflecting on past experiences to navigate & create the future. This isn’t just about what works in business—it’s about what makes us human in our careers.Are you ready to lead with authenticity? Are you prepared to break the mould and champion honesty in your professional life? Paru generously shares her stories, her life experiences, her insights and her wisdom from working with C suite leaders across the globe. The main insights you'll get from this episode are : -      Mission: seeing across multiple functions and profiles and speaking authentic truth in the corporate world - leaders must remain authentic and truth is important for stability.-      There can be kindness in telling the truth, thereby providing a place from which to move forward; many of us have a tendency to bury our heads in the sand instead.-      The ability to spot patterns and predict next moves led to an advisory role, offering help to avoid falling back into old patterns in order to overcome fear and learn how to manage hypervigilance.-      (Self-)reflection helps to prevent repetition of mistakes and sharing vulnerabilities builds trust - in short, being authentic saves time!-      Just as we must encourage introspection and think about who we are, the same also applies for clients - exercises can be for both professional and personal purposes, but the universal truth is that there are no shortcuts.-      Putting in the work brings epiphanies and results, which we can use as a mirror to reflect back, embracing tough lessons to grow and learn.-      Moving from hypervigilance to trusting (one’s own) intuition is where genius happens; we must relinquish that which we hold on to and hold up the mirror to ourselves instead of other people.-      Collating the data we derive from this will show us what happens when we follow our intuition and are ourselves – in the formula of ‘if you do x, I feel y, so I do z’, we can make choices.-      Legacy means the impact we have on the world by sharing personal lessons learned, learning to trust our judgement in others, and offering stories for people to take ingredients from to maybe apply to their own lives.-      How do we know when we have reached 100% (of ourselves)? It is a gradual process, and each challenge helps us dig deeper and find that bit more – we can’t really ever know if we are at 100%, as it is a constant journey.-      It is helpful to be direct with others, to give instructions and information and be who we are - we cannot rely on others to do things for us and need our own backup plan.-      We must find our authentic version of ourself by spending time alone, regularly checking in with who we are today; as we evolve, we are impacted by extraneous factors but once we find it, we must hang on to it!Find out more about Paru and her upcoming book here : https://www.paruradia.com/paru

"Role modelling is the most powerful way to influence people and cultures ..."In today’s rapidly changing business landscape, resilience has become a buzzword, but how do we move beyond buzzwords to action? Julian and I do a deep dive into the heart of organisational resilience, unpacking strategies that can help your teams to do more than just survive, we focus on building resilience through fostering well-being, growth, learning, and vulnerability. We discuss the transformative effect of creating a workplace where challenges are shared openly, and optimism is balanced with a healthy dose of realism.We also touch on the critical role vulnerability plays in team dynamics and how it ties back to character and attitude. We discuss the essence of authentic leadership and the importance of role modelling in catalysing and strengthening collective resilience. How can we create these conditions in a hybrid workplace ? How can we intentionally cultivate workplaces where people and teams can thrive ? Julian shares his research, experience, stories and insights from his ongoing work with leaders and teams.The main insights you'll get from this episode are : Thriving is the flipside of surviving – like a plant that thrives with the right food, soil, environment, water and sunlight, in an organisation this means people feel they can learn, grow, excel and make mistakes.It is an ambitious concept for organisations as constant high performance is unrealistic and can lead to a culture of toxic resilience, i.e. constant optimism, overachievement and ultimately burnout.The middle ground between thriving and surviving means being open about challenges; being real (with people); being optimistic, i.e. rooted in the now but with an eye on the future; and being realistic.Organisations should provide check-in times for teams and a comfortable environment in which to share – resilience must be operationalised and it can be developed and grown like a muscle (through discipline and practice).Given the diverse profiles in a team, it is important to scale the mindset and create collective resilience - having a mission lifts the team, gives energy from positive purpose, and offers a path forward with innovative solutions.There are processes to ‘reduce, regulate and repair’: scenario planning, iceberg drills, collaboration, mitigation ideas, debriefing through difficulties and successes, reflecting on lessons learned.Clear roles and responsibilities are required for collective understanding, as are discipline (i.e. a commitment with structure yet flexibility), consistency and messaging – the processes must serve the people, not the other way round.Authentic leadership improves team resilience through self-awareness, balanced processing, internal moral perspective, and openness and transparency – very important for interaction.Psychological safety is paramount and the responsibility of the leader, with self-awareness the most significant of all as it has the biggest impact on creating a resilient team.Hope and optimism are very good things to have in organisational constructs – leaders with hope retain staff, raise profits and have thriving teams with optimistic intentions for the future of both the organisation and the people.Role modelling is the most powerful way to influence people and cultures in terms of bringing in pessimists as it offers inspiration but not toxic positivity and grounds people in reality.Leaders must create conditions for people to thrive in a hybrid environment through connection and communication, e.g. virtual townhall meetings, in-person get-togethers (with social elements, not always work-based), and open-door policies (also via Zoom).Find out more about Julian and his work here : https://www.linkedin.com/in/julesroberts/https://www.julianrobertsconsulting.com/Podcast: https://www.linkedin.com/company/helping-organisations-thrive-podcast/

"we always understand anything new in terms of what we already know.." Dave and I discuss the art of possibility and how we can change our thoughts and perceptions to allow ourselves to enter the gateways of what's possible. Ever wondered why visualising things is so powerful ? Ever challenged your beliefs about whether you can draw or not ? We discuss all this and more as Dave leads us through his philosophy of art and how it can contribute to helping us navigate this complex world we live and work in. We delve into RFID codes, generative AI, and their potentially transformative effects on education and employment, as well as how we can step out of our patterns to think differently - to shake up our habitual routines, embrace change, and take proactive steps toward growth and innovation. After all, the jobs of tomorrow may not even exist today, so staying ahead means staying adaptable, open minded and curious. So whether you’re a seasoned artist or someone who’s never thought of picking up a pencil for fun, consider this your personal invitation to explore the visual language within you and step away from autopilot and connect to the present moment. Who knows? It might just change the way you see the world—and the way the world sees you ! Dave shares his insights, teachings, experience and visuals from writing and working with artists, leaders and organisations across the globe . The main insights you'll get from this episode are : -       Humans are mostly on autopilot, which serves us when things are going well, but distracts us from the present moment and possibilities can only be seen in the present moment.-       Digital overloads and distracts us but ‘possibilitarians’ are acutely tuned in to the present moment and the opportunities that might arise; we cannot know what will happen and it is our limiting beliefs that hold us back.-       The School of the Possible is about a less structured approach, fostering and teaching creativity, i.e. imagining something and making it a reality. This cannot be taught in the conventional way in that there is no end goal per se, just a question and a direction.-       Such a school of exploration engenders a community of people focused on what is possible in their worlds and supporting each other as entrepreneurs - an exciting, scary and uncomfortable reality that holds the promise of adventure and learning.-       Organisations too must take risks to avoid becoming obsolete, as many people are now looking at alternatives to working in organisations - we must all find a way to make a living but nowadays we can create our own customers on our own terms.-       An unusual approach to teaching creativity in the form of visual(isation) aspects, e.g. using game-storming, as a way to bring people together, help them align on a problem, and draw a complex issue to make it clearer.-       This low-equipment approach is transformative, facilitating a real connection between body and mind – this allows a group to build something, change their interactions and actually see what is in other people’s heads.-       The resulting visible, shareable work results in innovation, makes abstract things more tangible and takes the information landscape from fuzzy to focused - images are a universal language and explore things for which there are no words (yet).-       Drawing is a conversation between what’s in your head and what’s on the piece of paper so it can be surprising – as a process it is intuitive as opposed to cognitive as our brains are pattern-finding machines.-       Visual thinking uses our very flexible mind and shows us that we are more creative than we think (cf. self-limiting beliefs). Drawings can also use words and symbols, arrows, etc. and help us see that we understand anything new in terms of what we already know.-       Generative AI will be very disruptive and super empowering for individuals but life-threating for companies when people realise they can do it on their own - ‘old’ jobs are not missed and lost jobs will be replaced by new jobs that we can’t train for yet.-       The School of the Possible a school of thought and philosophy, to find the people you want to spend time with - recent research suggests that people want to invest in connections with other people and build shared energy towards purposeful projects.-       To become possibilitarians and make changes, we must turn off our autopilot. If we step out of the routine, we will throw off everyone else too but small moves can have big impact so we must go off script and see what happens!Find out more about Dave and the school of the possible here : https://schoolofthepossible.com/https://www.linkedin.com/in/davegray/

" we are still so afraid of speaking up and showing our emotions in the workplace... "Mollie and I discuss emotional inclusion, what it means and how it can help to humanise the workplace. How do we operationlise the 'doing' and bust the more traditional but very present leadership myths held in workplaces about vulnerability, emotions and 'strong leadership' ?We explore the lagging advancement in tackling emotional wellness at work and the negative impacts this can have. The urgency for organisations to sincerely incorporate emotional inclusion by offering mental health support and educational workshops has never been more present. At organisational level, leaders must be the voices of change to overcome the dichotomy of split selves, i.e. home self and work self, and lead authentic campaigns to demonstrate the benefits of a more inclusive ecosystem.Mollie stresses the importance of a comprehensive approach to organisational emotional well-being and the benefits of understanding employees’ emotions as well as educating leaders and employees alike. How can senior leaders contribute to this role-modelling of countering existing leadership myths and bringing in new ways of thinking and talking about emotions at work? How can we move from reflection to action on this topic and ensure sustainable and welcome change in this area ? Mollie shares her research, experience and insights from working on Emotional inclusion and from working with leaders around the globe. The main insights you will get from this episode are : -       Emotional intelligence is about knowing how to navigate our own and others’ emotions, emotional inclusion is about providing a roadmap of how to put emotions/emotional intelligence into action (also at work).-       Company DE&I platforms rarely speak about the inclusion that is closest to humanity, i.e. ourselves. Emotions have a bad reputation, despite giving us purpose, creativity, and a sense of belonging, and are the gateway to spearheading productivity as a whole.-       There is still an intention/action gap around emotions: we wear masks and vulnerability is seen as a weakness – there is fear and stigma around speaking up given the risk of perceived unprofessionalism.-       At organisational level, leaders must be the voices of change to overcome the dichotomy of split selves, i.e. home self and work self, and lead authentic campaigns to demonstrate the benefits of a more inclusive ecosystem.-       HR must ensure that there are mental health policies in insurance schemes for employees, over and above basic medical care, as the wellbeing of employees directly affects a company’s bottom line.-       There is a big divide in leadership regarding mental health: leaders who talk about it but do little, and leaders who want to redefine what mental health within their organisation looks like and make changes, but it is still not enough.-       Organisations need to create sustainable mental health pillars, but they are difficult to implement; corporate leadership vulnerability must role model behaviour for psychological safety, leading to increased receptiveness, empathy, openness, and authentic ‘team-ness’.-       We must make inclusion systemic by educating around how inclusive and safe ecosystems boost productivity, and by truly acknowledging each other’s humanness – there has been little progress in emotional wellness since the industrial revolution!-       Covid was a game-changer in that people refuse to fit into an antiquated workplace model; employees want to see a difference, beyond onboarding bonuses, and are ultimately the barometer of whether emotional inclusion exists in an organisation.-       We all have a duty to play our part in bringing about change with self-leadership for grass roots action to help people navigate hard times, not questioning what it means to be human at work, reshaping the future workplace and moving forward.-       Being human keeps us relevant in a tech world - we must embrace the mess and not fall into the trap of false assumptions; we know nothing about anyone unless we ask questions and receive honest answers.Find out more about Mollie and emotional inclusion here : https://www.emotionalinclusion.com/https://www.linkedin.com/in/mollie-rogers-jean-de-dieu-285994b/?originalSubdomain=sghttps://www.amazon.com/Emotional-Inclusion-Humanizing-Revolution-Work-ebook 

“ We need to be looking at how the risks are entangled - we can’t think about any of them singly… “Asha and I discuss the current meta-crisis, and the great uncertainty this holds : How can we influence the complex world we live in? What can we see from where we are? What levers do we have for action ? Life is no longer stable, and organisations are still seeking to be ‘robust’, i.e. stable in an unstable world, so different approaches are required to influence any of this - so what can we do ? We also unwrap complexity science, systems thinking and how complex adaptive systems (e.g. social groups, the stock market, generative AI) learn at the edge of chaos and discuss how we can have a stable economic system that can sustain, produce, and distribute what we need.Asha shares her thought leadership as well as her operational experience in what this means for organisations and leaders, from her work with leaders across the globe. The main insights you'll get from this episode are : -       How can we influence the complex world we live in? What can we see from where we are? The current meta-crisis involves two large, intertwined risks: exponential tech (AI, biotech) and our industrial economy and its impact on the biosphere (climate change).-       Both are causing great uncertainty and mean that life is no longer stable, and organisations are seeking to be ‘robust’, i.e. stable in an unstable world, a technocracy. Different approaches are required to influence any of this.-       The (various models of) complexity give rise to systems thinking and complexity thinking:•      Systems thinking looks for patterns and is non-linear - a system is made up of different components with a shared purpose whereby the collective effect is different from the individual effect.•      Complexity thinking looks at the unexpected, unpredictable and random results (produced by complex systems), which are by definition emergent, not controllable and potentially undesirable.-       Complexity science looks at how complex adaptive systems (e.g. social groups, the stock market, generative AI) learn at the edge of chaos and asks how we can have a stable economic system that can sustain, produce, and distribute what we need.-       The concept of a regenerative economy is very interesting, but is it viable and suitable for complex adaptive systems? Our current system is enabling us to flourish at the edge of chaos.-       We need to consider alternatives to globalisation and our current financial system - complexity economics offers answers (circular economy, an ‘adjacent possible’, doughnut economics) but we are not ready to embrace them.-       Geopolitical will is required for change; we are experimenting on a small scale (particularly post-pandemic) but it is still a new, fragmented field; regenerative economics must evolve to be accessible for ordinary people.-       Everyone has personal agency and organisations have a role to play, but how do we navigate the landscape and put in place methods to do so? We must define the purpose and how to measure it, whereby quantifying it easier than qualifying it.-       Value is always contextual and depends on what is needed. There must be the requisite meaning and culture within an organisation for it to make a contribution to something more regenerative. Covid made us do things we thought we wouldn’t due to constraints, which can be likened to a river flowing faster when it’s narrow.-       Individual leaders must determine what is helpful in their context, such as collective sense-making with others; reconnecting with what is important; renewing personal power to find and speak with an authentic voice; improving impact; and coming together to act.-       We need intentionality, an ecology of (developmental) practice, renewal, and a means of taking one step at a time to reach the summit and experience that great feeling together.    Find out more about Asha and her work here : https://www.learningthroughdoing.com/https://www.linkedin.com/in/regnerativeleadership/ 

"Are we coming from deep curiosity... are we ready to challenge the norm and become a catalyst for change in our organisations?"Poornima and I had a rich and fun exchange on building powerful communities to create more inclusive environmentsIn a world that is increasingly diverse, the concepts of inclusion, powerful coalitions, and allyship are more relevant than ever before. Poormina isn’t just advocating for these principles; she’s calling for a revolution of active allyship. Given the move towards more networked and interconnected organisations - the need for communities of people collaborating for the greater good has never been more present. Poornima and I delve into the world of allyship through honest introspection and deep curiosity. We discuss the need to confront our biases and privileges - that often lurk unseen, and subtly undermine the very fabric of the systems we live and work in. Just like termites that silently damage a structure from within, these biases can erode the foundation of a healthy workplace. Dr. Luthra invites us to approach such discussions with curiosity rather than defensiveness. It’s not about pointing fingers but about recognizing that we all have blind spots that require attention and that we have both personal and collective agency to create these conditions differently. Poornima shares her stories, research and insights from her work with leaders across the globe as we look more closely at how we can make inclusion a reality for organisations and communities alike. The main insights you'll get from this episode are : -       Allyship is about taking personal action within communities and networks – a lifelong process of building supporting relationships with people from underrepresented groups and with different intersectional identities.-       The opposite of active allyship is denial, e.g. the increasing proportion of people worldwide who are anti-inclusion; the majority of people are passive allies of DE&I, i.e. they believe in it but don’t know what to say or do to further the cause.-       The important shift is from passive to active; being a bystander is not an option given that there is much to address. Not speaking up is the same as doing nothing; choosing not to act makes us complicit in allowing discrimination to continue and we all have biases thanks to our brain!-       Seven behaviours characterise an active ally:•      deep curiosity (about our own intersectional identity)•      honest introspection (taking a deep dive into our biases)•      humble acknowledgement (understanding privilege and using it to lift others)•      empathetic engagement (confronting “termite” biases and microaggressions and their profound negative impact)•      authentic conversations (that are deeper, open and more nuanced – this requires psychological safety)•      vulnerable interactions (storytelling, making a difference)•      courageous responsibilities (accepting that we have to do more)-       Gaslighting is very widespread and can be defined as behaviour over time that belittles, discounts and/or invalidates people’s experiences. It is a strong term that requires careful use.-       Micro-gaslighting can be a one-off but you feel it - an active ally will create a safe space to talk about such experiences.-       The allyship comfort zone is about moving away/on from the eggshell zone; it can be likened to a muscle that must be trained/strengthened by starting small, building confidence and then expanding to learn.-       The ‘Amplify, Boost, Connect, Defend’ approach to sponsorship (Rosalind Chow), is aimed specifically at supporting marginalised groups and aims to act as an anti-discrimination voice; we must ask questions without aggression, accusation, etc.-       Rather than ‘fixing the minority groups’, we must fix the system. Systemic bias exists but it is created and upheld by individuals so the change must start with one person and from there it can be escalated and acted upon.-       Leadership as the capacity of human communities to shape their future means that we must learn from our mistakes and challenge the status quo, moving from unconscious to conscious behaviour and choosing the hard path of courage over comfort.-       Education makes the difference and is pivotal in shifting mindsets towards inclusion – it gives us the power to transform society. The world is often about perfection but we are all works in progress. Find out more about Poornima and her work here ; https://www.linkedin.com/in/dr-poornima-luthra-she-her-b09128100/?originalSubdomain=dkhttps://www.talented.dk/

"Do we really have the right conversations in our teams ?"Tanvi and I delve into the different conversations that can enable and enhance a deeper, more effective collaboration at all levels of the organisation. We explore the concept of “Deep collaboration” within teams and organizations, revealing how understanding the roots of conflict can reshape the emotional landscape of the workplace. What does ‘being a team’ really mean? What creates collaboration? What does collaboration really mean? It is a very specific concept, transcending who we are as individuals, but has been dumbed down and has become a buzz word. Collaborative burnout and overload are common in matrix structures with multiple stakeholders and realigned business models, as people struggle to collaborate without putting the work in on the courageous conversations and more human aspects to build the inter-relational piece. We must begin by acknowledging failings and accepting that collaboration is inherently tough. Accepting our hypotheses and experimenting to see what works and starting again by asking curious questions to go deeper. If you are committed to creating a thriving work environment, listen to discover more about embracing the intricacies of group dynamics and leveraging them for the success and health of your organization. The main insights you'll get from this episode are : -       Collaboration is a major lever for navigating the transition from hierarchy to interdependence for leaders to create flow in both teams and organisational systems.-       What does ‘being a team’ really mean? What creates collaboration? What does collaboration really mean? It is a very specific concept, transcending who we are as individuals, but has been dumbed down.-       The basic prerequisite is a collaboration infrastructure comprising tools, resources and talent, alongside meaning, contribution and community - there must be a balance between what are you giving and what are you getting - and conversations.-       The link between courageous conversations and the level of collaboration can be fast tracked using CART – clarity, accountability, resources, and trust.-       Divergent views of individuals within a company signals a lack of clarity; a blame culture signals a lack of accountability - flatter hierarchies require more clarity of accountability.-       Collaborative burnout and overload are common in matrix structures with multiple stakeholders and realigned business models – this requires support and shifting the ‘CART’.-       Five main conversations:·      Deep inspiration - a mountain with peaks of inspiration; a purpose-based conversation involving a collection of small moments of purpose that serve the larger purpose, connecting company and team purpose to close the loop.·      Deep learning - understanding each other’s worlds across silos in this age of polymaths and renaissance individuals - AI can connect the dots across disciplines and people must do this too.·      Deep friction - facing a waterfall and having the ability to quickly move in the right direction, navigating conflict in team.·      Deep strategising - the quality of strategy conversations and how they are translated into practice.·      Deep daring - looking at how we think about uncertainty, risk, resilience, failure, etc.·      Bonus conversation: deep (self-)introspection - the intentional, non-linear journey-       Deep constellation principle based on Boris Groysberg’s Chasing Stars, whereby successful people are supported by a network; the right constellation guides us, but we are not the star.-       Latent tension arises from conflict and a lack of conversations; this gives rise to surface tension and deep tension from different sources of conflict, e.g. status conflict, interpersonal conflict, which require different tools for resolution.-       Surface-level conflict is expected but can turn into deep-level friction as it becomes interwoven with emotions and identities and very deep rooted.-       Co-regulation (from the study of human neurobiology and trauma) is very relevant for a human-centred approach in the AI age; our wiring contains muscle memory, feelings, etc. and we can recognise things in each other to de-escalate a situation and reduce the emotional charge (as opposed to co-escalation).-       Advanced conversations are required and the ‘co-‘ concept is vital in leadership as all conversations form a tapestry, provide insight and understanding and facilitate progress – a synergistic system rather than five distinct conversations.-       Begin by acknowledging failings and accepting that collaboration is inherently tough; draw a line in the sand and start again by asking questions and reflecting both as individuals and as a team to bring about transformation.Find out more about Tanvi here : https://leadersupgraded.com/deep/https://www.linkedin.com/in/tanvigautam/