Leadership in the Age of Realisation
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Leadership in the Age of Realisation

Published 06 May, 2020

Crisis doesn't create character; it reveals it!

Are you prepared for your leadership role in the Post-COVID world?

></a>Six weeks into the London lockdown and the full reality of life post-COVID-19 begins to emerge. With the UK now approaching 30,000 deaths and the global total moving toward 250,000, we are recognising that this virus is certainly with us, at least until a vaccine can be created. The media is full of statistical debate and argument about the potential consequences for our economies and lifestyles, but such dialogue is highly speculative. What does appear certain is that the whole global community will encounter a major recession. Fear and frustration are boundless, and the comfort of certainty has been abandoned. Trust and honesty between political nations has been questioned as has the competence of governments to accurately prepare, resource and cope with the problem</p> <p>Yet in the midst of all this gloom each day at a humanitarian level, we observe a state of heroic altruism from our health professionals and in the wider community a re-evaluation of values and boundless examples of the goodness of the human spirit prevailing through adversity</p> <p>There are two certainties that COVID-19 brings to us all. Firstly, and optimistically, we will get through this pandemic, although the costs will be heavy. We can on a daily basis, observe our medical response rising to the challenge. Secondly, and predictably, chaos and uncertainty will become a new heightened norm and the contextual setting for tour organisational and political future. Future agendas will be dominated by COVID-19’s legacy and the role of leadership to meet new these new challenges, will, of course, be crucial. Indeed, not for a generation has so much been expected from so few. As we witness the unfolding human tragedy and the accompanying devastation of the global economic condition, we look to our leaders to navigate the troubled waters ahead.</p> <p>Many see the current era as the “Age of Realisation” for nations and the corporate world to reflect on where they and the planet is heading. There is a call for unified global action to address and these solve pressing global issues. For example, one notable theme that has emerged has been the proximity of the disease to areas which have traditionally had a high level of pollution and poor air quality. Can we continue to pursue economic models that demand constant growth and ignore environmental issues? Clearly, the creative response that has emerged from industry to help governments in this crisis, illustrates the ingenuity of human potential spirit to solve problems and utilise the “collective wisdom”</p> <p>Whilst. chaos and uncertainty are not new terms to be explored in leadership circles; in the 21<sup>st</sup> century, they have become constant states. In recent years, we have witnessed on a regular basis unpredicted events that impact all. Globalisation has created “the butterfly effect”, a metaphor that demonstrates how increasingly, insignificant events in one area of the world can have a catastrophic impact across the globe. More than ever we are interdependently linked by a globalised economy and not merely by our location on planet earth.</p> <p>Whilst the Word Health Authority (WHO) reports disappointment with political leadership at the lack of a unified response to the virus, it would appear that a coherent and integrated global response is required post corvid to generate economic and social recovery. People will need great leadership at all levels; it is a golden opportunity for reflection on the direction we need to take and the values that underpin our future. We currently observe hard-line responses characterised by self-interest, nationalism and xenophobia: Never has there been a greater need for inspired leadership, at the macro political level but at every level in organisations and society.</p> <p>There is no debate that a recognised feature of great leadership is an ability to cope with a crisis and these appear to be more regular in occurrence; but so difficult to predict. Nicholas</p> <p><em>IN 2007, Nicholas Taleb wrote “The Black Swan: The Impact of the Highly Improbable” </em>The book focuses on the extreme impact of rare and unpredictable “outlier” events i.e. “black swans”. Things that happen, that no one anticipated, that had a massive global impact and changed our history. However, when examined retrospectively their occurrence could be seen to be unsurprising and rationally accepted. Taleb offered some salient advice for leaders preparing to face the unimaginable, notably active long-term investment for such events rather than passive knee jerk responses. If we had anticipated and prepared for this pandemic the outcome and response may have been considerably different.</p> <p>Yet few would have envisaged the current global lockdown and ensuing economic paralysis, but we did have warnings. The 2015 MERS-CoV, 2003 SARS-CoV, and to a lesser extent 2014–15 Ebola virus outbreaks were driven by super-spreaders. There are always voices who advocate human progress to be tempered with acknowledged caution.</p> <p>If leaders could predict the future, successful outcomes would be much easier.  But they are expected to read the signs and prepare their organisations for all eventualities. Seeing into the future is a gift and reading the signs and indicators are essential for leaders to fulfil their visionary roles. In analysing human progress and specifically population growth, philosopher Thomas Malthus (1798) read the signs and cautioned that the human race in its quest to seek abundance, were the potential precursors of their own destruction. He believed the planet was subject to the natural balancing checks of plague, pestilence, famine or epidemic, that restore equilibrium. Few predictors can match the prophetic accuracy of Sylvia Browne (2002) who in her best-selling book <em>“End of Days</em>” offered this specific and accurately chilling prediction,</p> <p>“…in around 2020 severe pneumonia like illness will spread throughout the globe attacking the lungs and bronchial tubes and resisting all known treatments”.</p> <p>Insightful thinking or lucky guess? Who knows? Clearly, leaders must make choices on how they read the future.</p> <p>Barrack Obama, a visionary role model leader for many, had a presidential agenda focused much on social and medical progress.  His observations and fears fuelled by the Ebola scare, saw him concerned about future global health issues. In 2014 a seeking funds for a global response mechanism to potential pandemics he called for a collaborative global commitment that would “quickly identify, respond to and isolate the problem.” He proposed a long-term strategy “for our children and our grandchildren”, but his presidency of promise achieved few tangible outcomes, stalled by concerns for cost. If he could have push through his plan, how better prepared would the USA have been? (<em>see YouTube: Obama warns the US to prepare for global pandemic).</em></p> <p>Refection’s on the of current events on ourselves, our organisations and on the global condition reveal the crucial role that leaders will play in the rebuilding process. As ever, it is imperative for leaders to have a clear sense of purposeful direction.  We need leaders guided by their moral compass, judged by their legacy. whose agenda is not purely motivated by immediacy, growth and profitability. Above all, we need leaders who can strategically align their business to repair the damage of today and confront  the “Black Swans” of tomorrow and “What if …..” scenarios.”</p> <p>Such a holistic approach requires a combination of <em>praxis, pragmatism</em> and indeed <em>‘prophecy’</em> to respond to the potential uncertainties that political, socio-economic, technical and environmental turmoil can generate. The recovery phase, over the next two years, demands calm, sober and focused leadership. During times of crisis, people seek stability, crave for the familiar and seek more communication. </p> <p>“<strong>C<em>risis does not build leadership characteristics, rather it reveals them”.</em></strong></p> <p>Do you the leadership responsibilities? Do you have the competence and qualities to take your people forward? Do you believe that leadership is a journey, not a destination; a journey that demands constant reflection, on past actions, refection during action and preparation for future leaning actions. In essence leadership is lifelong learning. If these questions stimulate a cognitive response. Then we at Aztech be of assistance?</p> <p>AZTech Training, specialises, in developing, supporting and coaching leaders in their professional practice. For us, Leadership is a multi-faceted journey. We therefore, tailor a wide range of highly acclaimed educative programmes, designed to provoke and challenge, delivered by experienced consultants, who are experts in their field. Visit our web site and view the array of programmes that can guide your future performance. You owe to yourself, your organisation and the wider community. Leadership is not one to be taken lightly, with the gravitas of the role comes responsibilities. Why not join us and many other committed professionals who seek to improve or rejuvenate their future leadership practice. Programmes use adult learning techniques to maximise understanding, comprehension and retention; activities are focused for immediate impact and improvement.</p> <p>Here are just a couple of programmes you might consider attending that seek to prepare delegates to be robust, reflective, responsive and responsible leaders.</p> <p><a href=Advanced Problem Solving and Decision Making. A creative leadership programme offering innovative and creative techniques to understand and interrogate current issues and concerns in order to facilitate focused solutions. It draws heavily on the psychology of decision-making theory and collaborative practice and enables managers and leaders to utilise the power of diverse thinkers to create positive dialogue and productive outcomes. It confirms that decision making is perhaps the most important of all leadership skills, whilst dispelling the myth that a leader should have all the answers to every problem. Further, it highlights that solution-focused problem solving can be a creative, value-adding activity that affords the opportunity to collaborate in teams and across disciplines; it can also prove fun!

Collaborative Leadership and Collective Wisdom:  A programme targeted at those eager to meet the challenges of leadership in the 21st century. It offers compelling content to build a dynamic, impactive, practice that has a focus on nurturing people and business growth through inspirational leadership behaviour, influential dialogues, innovative thinking and individual, team and organisational creativity. It promotes organisational rejuvenation challenges existing assumptions and practices and seeks to enable new forms of business and organisational models to emerge. In so doing this programme addresses current criticism and cynicism directed at leadership, that it is out of touch with those who are to be led.

The Leadership Journey. This intensive course offers a unique and personalized dialogue that will challenge, provoke and revitalize your leadership thinking. The journey metaphor will offer an exciting opportunity to reflect on the meaning of leadership and to explore how previous events and critical incidents have shaped your leadership mindset. It is a journey of experience set against the themes of self-discovery, growth and commitment. By attending this innovative and interactive course, you will learn what it is to be a ‘true leader’, recognise the importance of building your ‘leadership legacy’ and acquire skills to engage and influence both for immediate needs and the unpredictable future

Remember these are just a sample. Be sure to visit the AZTech website and associated programme schedules.

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