{"id":2442,"date":"2020-08-17T11:35:05","date_gmt":"2020-08-17T11:35:05","guid":{"rendered":"https:\/\/shipway-consulting.co.uk\/?p=2442"},"modified":"2023-03-06T11:30:19","modified_gmt":"2023-03-06T11:30:19","slug":"the-future-of-leadership","status":"publish","type":"post","link":"https:\/\/shipway-consulting.co.uk\/?p=2442","title":{"rendered":"The Future of Leadership"},"content":{"rendered":"

[vc_row][vc_column][vc_column_text][\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column width=”2\/3″][vc_column_text]As our societies and communities are rapidly changing around us, so our world of work is going through a huge transformation.<\/p>\n

Clearly there is no denying that the current global pandemic has shifted \/accelerated \/ upended our daily working lives forcing us all to perhaps think or act differently as we do our jobs.\u00a0 Some common questions such as, who do we deem essential workers? What is the role of digital communications and how can we all access them?, How equitable are our organisations? Why interaction is so important, How do we address workforce mental wellbeing? and How do we lead in a crisis?<\/em> raise merely a few of the challenges we are facing, as we start to scratch the surface of the impact of Covid-19.<\/p>\n

And many of these shifts will certainly have a long-term impact, potentially changing forever the future of our work lives.<\/p>\n

But the future of our working lives was already undergoing substantial change and scrutiny.<\/p>\n

A number of key studies undertaken by global consultancy powerhouses such as PwC, Grant Thornton and McKinsey have all determined the huge impact that \u2018megatrends\u2019 will have on workforces by 2030.\u00a0 Technological breakthroughs, demographic shifts, rapid urbanisation, shifts in global economic power, resources scarcity and climate change are seemingly commonly predicted as the key drivers for the changes which may come.<\/p>\n

Of course, it\u2019s impossible to entirely predict the needs of our future workforces.\u00a0 But the two things we can<\/em> all predict is that the future will happen.\u00a0 And change will come.<\/p>\n

But importantly, as PwC stress, the future is not a \u2018fixed destination\u2019.\u00a0 It isn\u2019t pre-determined.\u00a0 And so our future world of work can be shaped.\u00a0 It will be designed by how we understand and respond to these drivers and changes.<\/p>\n

Our leaders therefore are fundamental to our success in evolving.\u00a0 How do they build organisations which can thrive through change? With workforces who can adapt and learn? How do they understand their future people\u2019s needs? And impact positively on our communities and wider world around us?<\/p>\n

So what does the future of leadership look like, and how could our future leaders navigate their organisations into 2030?[\/vc_column_text][\/vc_column][vc_column width=”1\/3″][vc_single_image image=”2445″ img_size=”full”][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]Strategies become obsolete?<\/strong><\/p>\n

Leaders approaches to strategising is already evolving.\u00a0 The days of producing a permanently inked strategy is becoming a thing of the past. And leaders who see their job as delivering a linear, fixed end point neatly packaged into a glossy document may find their future success as short-lived as their plans.<\/p>\n

More leaders should be asking when the environment is so unpredictable, and change is so rapid, how can short-term planning cycles stay relevant?\u00a0 How can an organisation prepare for a future few can define? Well, the answer is of course that it can\u2019t.<\/p>\n

But what leaders can do is create a clear long-term vision of their future which serves as a rallying cry. And a roadmap for how they will respond to and create changes needed.<\/p>\n

I\u2019m not talking about a just a statement on a wall. \u00a0Or a pie in the sky, generic \u2018shoot for the moon\u2019 type statement which people can neither relate to, nor believe can be achieved.<\/p>\n

Nor, distinctly, are we talking here about our WHY.<\/p>\n

We know the critical importance of being clear on an organisational WHY.\u00a0 It\u2019s reason for existing. But, as author of \u2018Start with The Why\u2019, Simon Sinek notes, our WHY is our origin story. Its fixed. It\u2019s made up of our values and beliefs.\u00a0 And so it\u2019s our<\/em> WHY \u2013 unique to each organisation.<\/p>\n

But strategy<\/em> is different. Or certainly will be in the future. It can\u2019t be fixed as its yet unbuilt. We can\u2019t know what form it will take.<\/p>\n

And that\u2019s the type of vision which strong future leaders needs to talk about. It might mean having multiple strategies, based on possible different future scenarios. It may not be clear. It may need to change. And maybe can\u2019t even be written down. But we do know its purpose. Its intent. Its \u2018Just Cause\u2019 as Sinek defines it. \u00a0We can have our own or join others and make it our own.\u00a0 Or galvanise others to join our movement. But the essential thing is it will ebb and flow. It will iterate, evolve and emerge, as our learning of our future world does.<\/p>\n

Having leaders who recognise and can realise this is crucial. Leaders who understand strategic thinking and approaches must adapt. Who embrace that the impact of their efforts may be beyond their tenure but believe that building future workforces is still worth investing in.<\/p>\n

That it\u2019s about creating the conditions, not plans.[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]An agile organisation needs agile people. <\/strong><\/p>\n

Whilst the world around work has shifted, so have people\u2019s needs from work.\u00a0 We\u2019ve learnt, even more so in 2020, that as human beings we want to connect, to feel a part of something \u2018bigger\u2019 than ourselves. And this has translated into what we want from our working lives. Working for an organisation with a sense of purpose, doing work we feel gives us fulfilment, working with others who we feel connected to, are all key engagement trends.<\/p>\n

Consequently, our leaders of the future need to think and work with their people in a different way.<\/p>\n

Seeing workforces as mere resources to be deployed, or even \u2018unlocked\u2019 is long gone.\u00a0 Humanness, trust and appreciating the value of people, not jobs, is the future of leadership.\u00a0 Especially if the Fourth Industrial Revolution sees robotics reduce the number of jobs available to the human workforce.<\/p>\n

We know already that high impact cultures succeed where organisational structures are designed for interactions, and connections. \u00a0Where performance is about delivering goals but also, importantly, about employees\u2019 behaviours and societal\u00a0impact.<\/p>\n

Future leaders will also though, need to tackle bringing diverse workforces together. The workforces of the future will need a blended mix of much sought after talent and skills in which people can continuously re-skill and up-skill, taking up jobs we cannot even foresee yet, enjoying potentially either multiple careers or maybe even jobs for life again. With ageing people and generation alpha joining the workforces, leaders need to ensure flexible ways of working, providing integrated work\/life balances and benefits packages which attract, engage and reward, not in financial terms, but using value and societal impact as currency.<\/p>\n

Formal lines of hierarchy are already blurring in strong cultural organisations in which accountabilities are clear, but a diverse range of voices and expertise steers its direction and fortunes.\u00a0 Leaders of the future will need to drive even further an ability to demonstrate how a whole place shares an \u2018in it together\u2019 philosophy.<\/p>\n

The rewards of such leadership seem clear.<\/p>\n

People can thrive through having autonomy and flexibility to shape and determine the work they do and the purpose they can have in society.<\/p>\n

Organisation\u2019s can thrive through growing sustainable skills, abilities and commitment over the long-term.\u00a0 They can respond and learn quickly, and build a workforce who are committed, agile and resilient.<\/p>\n

Of course being able to realise this is the challenge.\u00a0 And it will take attributes and behaviours not always associated with strong leaders of today.<\/p>\n

Embracing transparency, sharing vulnerabilities, having a collaborative mindset, knowing their own limitations, enabling others to steer when required, moving away from management through policies and procedures, being prepared to get it wrong, changing strategies, re-learning skills themselves and building trust without titles will all be hallmarks of highly effective leaders.<\/p>\n

And of course, we don\u2019t mean just the one leader.\u00a0 Traditional views of leadership may be taken over by many types of leaders, all with differing roles, who sit within, rather than apart from or atop, structures. Developing and sourcing leaders who actively advocate and promote their own self-development will be instrumental in inspiring and guiding others to do the same.<\/p>\n

Innovate.\u00a0 And then innovate again.<\/strong><\/p>\n

What current leaders frequently cite, as the most important attribute needed for a leader in 2030, according to for example, the IBR global leaders data survey, will be the ability to innovate.<\/p>\n

Megatrends themselves tell us that automaton in some form will be an essential element of future working.\u00a0 The why is evident\u2026 rapid technological advances through AI could help bring new products to market and reduce costs, digital platforms could replace the need for travel and enable high-speed communication, whilst scientific and ecological advances could help protect scare environment resources and combat climate challenges. Undoubtedly every organisation will be impacted by it.\u00a0 But the what and the how will be determined by leadership\u2019s approach to it.<\/p>\n

Talking about innovation in organisations isn\u2019t new. Whether it\u2019s been revolutionary or evolutionary, there is little doubt that creativity enables organisations to keep moving forward. And we should learn from that.<\/p>\n

But having a workforce awash with ideas isn\u2019t simply enough. Equally innovation for the wrong reasons can lead to competition and individualism. Sinek astutely refers to his learnings from working with both Microsoft and Apple, where he notes at the former\u2019s summit, executives spent the majority of their presentations talking about how to innovate to beat Apple, whilst at the latter\u2019s,100% of their executives talked about how to help teachers teach and how to help students learn.<\/p>\n

So future leaders need to harness innovation for the greater collective good. Building a culture which enables entrepreneurial spirit and ideas to flourish based on advancing the organisation\u2019s commonly understood purpose and enabling its people to see and feel the difference they are making.<\/p>\n

It needs mindsets focused on growth and systematic learning processes. Leaders who can encourage others to see new possibilities and go beyond what is currently out there.\u00a0 Where continuous improvement influences who is brought into organisations, how decisions are made, what skills are developed, how plans are iterated and how success is determined.<\/p>\n

It\u2019s a brave new world!<\/strong><\/p>\n

\u2018Leadership is an action, not a position\u2019 is a line I frequently use in my conversations with leaders.\u00a0 The need to reflect this will surely be all the more vital for our leaders of the future.<\/p>\n

Preparing to respond, acting now and being bold will be critical characteristics we need. Creating the conditions for collaboration, co-design and inclusive practices are, of course, fundamental. But that doesn\u2019t negate leading with strong and effective action taking the bigger steps needed.\u00a0 They go hand in hand.<\/p>\n

Ensuring that their organisation can not only keep up with, but meet, or indeed drive the pace of change will be arguably the only line needed in a future leader\u2019s job profile – if such a thing will exist.<\/p>\n

So acting now to redefine leadership and identify who our future leaders will be, where they will come from and how we will develop them is something every organisation should be doing. Today.\u00a0 For as we all know tomorrow is the future![\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"[vc_row][vc_column][vc_column_text][\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column width=”2\/3″][vc_column_text]As our societies and communities are rapidly changing around us, so our world of work is going through a huge transformation. Clearly there is no denying that the current global pandemic has shifted \/accelerated \/ upended our daily working lives forcing us all to perhaps think or act differently as we do our jobs.\u00a0[…]","protected":false},"author":2,"featured_media":2443,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[3],"tags":[22,24],"class_list":["post-2442","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","tag-business","tag-leadership"],"yoast_head":"\nThe Future of Leadership - Shipway Consulting<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/shipway-consulting.co.uk\/?p=2442\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Future of Leadership - Shipway Consulting\" \/>\n<meta property=\"og:description\" content=\"[vc_row][vc_column][vc_column_text][\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column width=”2\/3″][vc_column_text]As our societies and communities are rapidly changing around us, so our world of work is going through a huge transformation. 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