5 New Leadership Literacies to Prepare for the Future

How Leaders Thrive in a Future of Extreme Disruption

If you want to get ready for the future, you need new leadership literacies. That’s what noted futurist Bob Johansen teaches those who aspire to lead well into the future. If you’re a rising star and want to prepare for what’s ahead, this book outlines future trends and skills you need in the decades to come.

Bob Johansen is a distinguished fellow at the Institute for the Future in Silicon Valley. He has worked with global organizations from P&G to Disney. He’s the author or co-author of ten books. His newest is The New Leadership Literacies: Thriving in a Future of Extreme Disruption and Distributed Everything.

 

“Leaders will be very good at seeding hope for others.” -Bob Johansen

 

Warning: Disruptions Ahead

Share a few current trends that will disrupt everything in the next ten years.

I distinguish between trends (patterns of change you can extrapolate with confidence) and disruptions (breaks in the patterns of change). The next ten years will be a VUCA World—Volatile, Uncertain, Complex, and Ambiguous—and it will get worse over the next decade. On the other hand, it will be possible to succeed, make the world a better place, and even thrive in the VUCA World. These new literacies will allow you to thrive, not just survive.

We think we are connected today, but the next 10 years will be a period of explosive connectivity and asymmetric upheaval. In this future world of dramatically amplified digital connectivity, anything that can be distributed will be distributed.

 

“Leaders will perform best at the edge of their competence.”-Bob Johansen

 

Master Distributed Leadership

You say that, “Leadership will be much less centralized and more distributed,” which seems to be happening today and accelerating more tomorrow. How will this impact us? How will organizational structures change in the future?

Shape-shifting organizations have no center, and they can’t be controlled. Hierarchies will come and go as they are needed. Hierarchies will become less common since they are more rigid.

Anything that can be distributed will be distributed.

 

“Leadership will be much less centralized and more distributed in the future.”-Bob Johansen

 

Copyright Bob Johansen; Used by Permission

 

“Leaders will have to practice foresight, insight, and action.”-Bob Johansen

How to Engage in Conflict Without Casualties

Lead With Compassionate Accountability

 

Do you avoid conflict at all costs?

Did you know the biggest change agents in history from Mother Theresa to Martin Luther King, Jr. were masters at practicing compassion while still engaging in conflict?

 

Many people avoid conflict. I’m not one of them. I’ve never been uncomfortable talking about issues directly. In fact, I am most uncomfortable when an issue is hidden and unresolved. That makes my already difficult sleep nearly impossible. I’d rather say what needs to be said, and try to move forward.

But I have long noted how most organizations, and most people, avoid conflict at almost all costs. And how to deal with conflict is something that I’m very interested in mastering.

That’s why I couldn’t wait to read clinical psychologist Dr. Nate Regier’s new book Conflict without Casualties: A Field Guide for Leading with Compassionate Accountability. He explains why we avoid conflict, the common pitfalls we fall into, and how to engage in constructive dialogue. I found myself immediately applying his lessons the very next day after reading the book. I’m sure you will find our conversation interesting, and the book immensely helpful.

 

“The purpose of conflict is to create.” -Michael Meade

 

Know the Model: Persecutor, Victim, Rescuer

To those not familiar with the internal drama triangle, would you briefly share the model?

The Drama Triangle was developed by Dr. Stephen Karpman, a psychiatrist who spent a lot of time working with dysfunctional relationships. He was also an avid basketball fan. In fact, he was the first person to identify the triangle offense.

In drama, people play one or more of three predictable roles: Persecutor, Victim, or Rescuer. The Persecutor adopts the attitude that, “I’m OK, you are not OK,” therefore it’s OK to attack, blame, or intimidate to get what I want. The Victim adopts the attitude, “I’m not OK, you are OK” so therefore it’s OK for others to mistreat me. Victims give in and become passive in order to avoid conflict. Rescuers adopt the attitude, “I’m OK, you would be OK if you accepted and appreciated my help.” Rescuers make a living solving everyone else’s problems except their own. They practice what we call non-consensual helping, creating dependence to boost their own ego.

 

“We do not see things as they are. We see things as we are.” -Anais Nin

 

Do most people recognize where they usually operate? 

Surprisingly, no. Many people play these roles habitually, influenced by past experience, upbringing, certain relationships and personality structure. We define drama as what happens when people misuse the energy of conflict, with or without awareness, to feel justified about their negative behavior. Since justification is the modus operandi in drama, avoiding self-awareness is key. Plus, there are some powerful myths about conflict that derail people from using that energy productively. The good news is that people can learn to recognize their drama roles and chose different behaviors, more healthy ways to deal with conflict.

 

“Everybody has a plan until they get hit.” -Mike Tyson

 

You point out that there are strengths behind each of these and that they aren’t all negative. Would you share one and explain?

Yes. For example, behind the rescuer is the healthy counterpart – Resourceful. While Rescuing gives people fish, Resourcefulness teaches people how to fish. Both are problem-solvers, but Resourcefulness goes about it with the intent of struggling with others toward mutual benefit, helping raise the overall confidence and competence of the other person in a spirit of dignity.

 

“If you don’t know where you are going, you are bound to end up where you are headed.” -Chinese Proverb

 

Develop Compassionate Accountability

Leadership Step by Step: Become the Person Others Follow

Mastering Leadership Concepts

Learning how to lead. It’s the focus of many lectures, articles, blog posts, and books. Joshua Spodek prefers the active to the passive, teaching with exercises designed to master leadership concepts.

He recently wrote a book titled Leadership Step by Step: Become the Person Others Follow that takes this teaching approach. His background includes a mix of academic and corporate experience, allowing his coaching methods to incorporate the best of both. I recently spoke with him about his new book and his approach to leadership.

 

“What holds people back isn’t not knowing what skills to have but how to get them and use them effectively.” -Joshua Spodek

 

What Holds People Back

You bristle at the question of what qualities make someone a leader. Why?

Every book and resource lists qualities of effective leadership: integrity, self-awareness, resilience, empathy, listening skills, and so on. Popular terms now include grit and hustle.

Almost everyone knows what qualities make leaders effective. What holds people back isn’t not knowing what skills to have but how to get them and use them effectively. The techniques of nearly every book, video, MOOC, and every other resource are to teach people intellectually what they need.

But intellectually knowing that self-awareness is important doesn’t increase yours. I know the principles of playing piano. But I haven’t practiced, so I can’t play. Those least self-aware know least what to do about it, despite needing it most. The same goes for any social or emotional leadership quality.

You can’t lecture someone into integrity. No amount of reading will develop grit.

To develop social and emotional skills, you need to take on social and emotional challenges. Lectures, case studies, biography, and psychology papers may be intellectually challenging, but they are socially and emotionally passive and therefore ineffective at teaching social and emotional skills.

 

“There is no glory in practice, but without practice there is no glory.” -Unknown

 

Learn How to Lead

Is that what you mean when you say that business school taught you about leadership but not how to lead?

Exactly. Business school taught me principles but gave me little practice using them. Discussing a case study of someone else’s life will teach you something. I’m not saying lectures and case studies are worthless, but they can’t substitute for facing personal challenges.

After graduation, I learned leadership skills in practice, but I doubt it was any faster than had I not learned the principles.

Going to a top-5 school didn’t help. The more elite the school, the more the professors got there through publishing or perishing, not facing social and emotional challenges.

 

“Practice does not make perfect. Only perfect practice makes perfect.” -Vince Lombardi

 

So what’s the alternative? Skipping school?

I struggled with that question, especially after noticing how many great leaders dropped out or were kicked out of school: Richard Branson, Bill Gates, Oprah Winfrey, Sean Combs, Michael Dell, Elon Musk, … the list goes on.

leadrshpstepbystepI wondered: did school hurt?

Two observations resolved the situation for me: How you learn is as important as what you learn.

The first was seeing how many top actors had tremendous emotional and social skills, coming off as tremendously genuine and authentic, yet dropped out of school, often high school. I learned that they didn’t stop learning. They switched to a different style of learning.

The other was connecting with the project-based learning and teaching community. I found that their students developed leadership skills that MBAs would dream of, but without taking leadership classes.

 

How does that play out in practice?

I learned that experiential, active learning is more effective for fields like leadership that are active, social, emotional, expressive, and performance-based. Plenty of fields are like that besides leadership and acting: playing musical instruments, athletics, dance, singing, improv, the military.

In all of them we teach through practice and rehearsal. When you master the basics, you move to intermediate skills. When you master them, you move to advanced.

Only with leadership do we start with theory. Compare the quality of athletes and musicians our nation creates with the quality of our leaders, or rather people with authority.

That’s why so many great leaders emerge from sports, acting, the military, and places outside academia. Look at your page on leadership insights, http://www.skipprichard.com/leadership-insights: the first people I see are baseball player R. A. Dickey, athlete/actor Chuck Norris, and basketball player Bill Bradley.

 

Try a New Approach

Can you clarify how you teach if not traditionally?

I teach and coach by giving students and clients an integrated, comprehensive progression of exercises starting with basics and leading, with no big anxiety-causing jumps, to skills so useful and advanced that most seasoned leaders would learn from them.

The exercises have you do things with people you know on projects you care about, so you face social and emotional challenges, but in safe contexts, so you don’t risk your job to develop the skills. It’s like practicing piano alone, then doing small recitals, and so on to get to Carnegie Hall.spodek

My exercises are like scales in piano or footwork in dance. Basics are valuable at every level. Look at the top seeds at Wimbledon before finals. They practice their ground strokes. LeBron still practices layups and jump shots.

I call how I teach Method Learning, after Method Acting, which is what we call the style of learning and practice for acting, and it produces Method Leaders. It’s not just acting. All the fields I listed above use the same technique.

You develop greatness, genuineness, and authenticity the same in leadership as in any of these other fields: Practice, practice, practice!

My book has stop signs after each exercise description saying, “Put the book down. Go practice. Reading about lifting weights doesn’t make you strong.”

 

“Reading about lifting weights doesn’t make you strong.”

 

Then what’s the role of a teacher or coach for a leader?

How to Develop Leadership Skills in Your Children

This is a guest post by Jane Thompson. Jane is a writer and content manager for Uphours, an online resource with information about businesses. She loves running and reading history books, especially about World War II and the Middle Ages.

 

Leadership Skills for Kids

We live in a world where powerful leaders are capable of accomplishing great things. No one is born a leader – it’s something that people of worthy character grow to be through their experiences. Everyone deserves to be equipped with the leadership skills they need to make a positive impact in the world. Your children are never too young to learn the foundations of what leadership means.

Here are six ways to develop leadership skills in your children:

 

1. Increase Access to Information

Many parents feel the need to shelter their children, or censor them from a lot of things. Rather than cutting off access to that information, try to explain it in an age-appropriate way. If there’s a troubling issue happening in the world, allowing your child to see that and understand why an issue is troubling may inspire innovative thinking. Children are the heroes of the future, and you can’t lead the world without that kind of brainpower.

“Today a reader, tomorrow a leader.” -Margaret Fuller

 

2. Allow Your Authority to Be Questioned

This may feel counterintuitive, but it may be the best thing for your household. Rather than relying on the failsafe “because I said so” response, explain why. Allow your child to ask further questions and barter. Their bartering points won’t always work, but allow them to win these debates when there isn’t much at stake. This will teach your child to negotiate, which is a crucial skill for a leader.

 

“Judge a man by his questions rather than his answers.”-Voltaire

 

3. Inspire Your Children to Work with Teams

Group activities allow children to understand how a hierarchy works, particularly if roles within these groups shift. Perhaps every child has a turn to choose the activity for team playdates. Children are most likely to select something they feel they’re good at. Everyone will have a chance to learn, and everyone will have a chance to teach. Good leaders need to be willing to learn from others.

 

“No individual can win a game by himself.” -Pele

 

4. Teach Your Children to Accept Losses

How to Capture Attention, Build Trust and Close the Sale

The Power of Story

All of us love a good story. We are swept into the latest book or blockbuster film or we are enthralled by a particularly talented storyteller in our office. Those who tell a story well have our attention.

Leaders should strive to be good storytellers, painting a vivid scene and picture of what’s ahead. That’s the art of persuasion and influence. It’s also the skill of most sales leaders, who use narratives to explain a difficult concept. We are creatures who love a good story.

 

“At the end of the day, people follow those who know where they’re going.” -Jack Trout

 

I know that I may review spreadsheets and be dizzied with statistics, but one emotionally connecting story can have more immediate impact.

Former Procter & Gamble executive Paul Smith is now a speaker and trainer on storytelling techniques. His latest book, Sell with a Story: How to Capture Attention, Build Trust, and Close the Sale, attracted my attention. Because I’m a big believer in the power of story, I wanted to connect with him to talk about his work.

 

“There is no greater agony than bearing an untold story inside you.” –Maya Angelou

 

Stories Influence and Persuade

You witnessed, first-hand, the power of a sales story when you purchased some art. Would you briefly share that with us?9780814437117

Sure. Last summer my wife, Lisa, and I were at an art show in Cincinnati. She was on a mission to find a piece for our boys’ bathroom wall at home.

At one point we found ourselves at the booth of an underwater photographer named Chris Gug. Looking through his work, Lisa got attached to a picture that, to me, looked about as out of place as a pig in the ocean. It was a picture of a pig in the ocean! Literally. A cute little baby piglet, up to its nostrils in salt water, snout covered with sand, dog-paddling its way straight into the camera lens.

When I got my chance, I asked the seller (named Gug) what on Earth that pig was doing in the ocean. And that’s when the magic started.

He said, “Yeah, it was the craziest thing. That picture was taken in the Caribbean, just off the beach of an uninhabited Bahamian island named Big Major Cay.” He told us that years ago, a local entrepreneur brought a drove of pigs to the island to raise for bacon.

Then he said, “But, as you can see in the picture, there’s not much more than cactus on the island for them to eat. And pigs don’t much like cactus. So the pigs weren’t doing very well. But at some point, a restaurant owner on a nearby island started bringing his kitchen refuse by boat over to Big Major Cay and dumping it a few dozen yards off shore. The hungry pigs eventually learned to swim to get to the food. Each generation of pigs followed suit, and now all the pigs on the island can swim. As a result, today the island is more commonly known as Pig Island.”

Gug went on to describe how the pigs learned that approaching boats meant food, so they eagerly swim up to anyone arriving by boat. And that’s what allowed him to more easily get the close-up shot of the dog-paddling piglet. He probably didn’t even have to get out of his boat.

I handed him my credit card and said, “We’ll take it!”

Why my change of heart? The moment before he shared his story (to me at least), the photo was just a picture of a pig in the ocean, worth little more than the paper it was printed on. But two minutes later, it was no longer just a picture. It was a story—a story I would be reminded of every time I looked at it. The story turned the picture into a conversation piece—a unique combination of geography lesson, history lesson, and animal psychology lesson all in one.

In the two minutes it took Gug to tell us that story, the value of that picture increased immensely. It’s the kind of story that I now refer to as a “value-adding” story because it literally makes what you’re selling more valuable to the buyer.

 

“Everyone is necessarily the hero of his own life story.” –John Barth

 

5 Reasons Stories Matter

Why is story telling so important?

I could probably give you dozens of reasons, but here are my favorite 5.

  1. Storytelling speaks to the part of the brain where decisions are actually made– Human beings make subconscious, emotional, and sometimes irrational decisions in one place in the brain and then justify those decisions rationally and logically in another place. So if you’re trying to influence buyers’ decisions, using facts and rational arguments alone isn’t enough. You need to influence them emotionally, and stories are your best vehicle to do that.
  2. Stories are more memorable– Lots of studies show that facts are easier to remember if they’re embedded in a story than if they’re just given to you in a list. And you can prove that to yourself right now. All of you reading this know that by this time tomorrow you won’t remember this list of 5 things. But you will remember the story of Pig Island. And next week, next month, or next year, you’ll be able to tell the Pig Island story and get most of the facts right. But you won’t remember any of the 5 things in this list.
  3. Stories can increase the value of the product you’re selling– as you saw in the Pig Island story.
  4. Stories are contagious– When’s the last time you heard someone say, “Wow! You’ll never believe the PowerPoint presentation I just saw!” Never. But they do say that about a great story.
  5. Storytelling gives you a chance to be original– Most buyers have seen every pitch, tactic, and closing line in the book. They’ve heard them from you, your competitors, and the last three people who had your job. Storytelling gives you a chance to go “off script” and say something they won’t hear from anyone else.

 

Many people may think, “Oh sure, a sales person should be a good story teller.” But you turn that around and say it’s more important to have a buyer tell their story. I love that. Tell us more about that.

I figure if you don’t hear their stories first, how will you know which of your stories to tell?

A colleague of ours, Mike Weinberg, says it this way: “You wouldn’t trust a physician who walked into the examining room, spent an hour telling you how great he was, and then wrote a prescription, would you?” Of course not. Then why would a buyer accept the recommendation of a salesperson who did the same thing?

 

How to Get Others to Tell Their Stories