{"id":2513,"date":"2013-12-09T14:12:42","date_gmt":"2013-12-09T22:12:42","guid":{"rendered":"https:\/\/markccrowley.com\/?p=2513"},"modified":"2014-10-03T10:51:20","modified_gmt":"2014-10-03T17:51:20","slug":"three-stunning-leadership-trends-that-should-give-hope-to-workers-everywhere","status":"publish","type":"post","link":"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/three-stunning-leadership-trends-that-should-give-hope-to-workers-everywhere\/","title":{"rendered":"Three Stunning Leadership Trends That Should Give Hope To Workers Everywhere"},"content":{"rendered":"

\"Heart<\/a>\u201cThe future ain’t what it used to be.”<\/span><\/i><\/p>\n

\u00a0\u2013 Yogi Berra<\/strong><\/p>\n

Directly or indirectly, the common theme expressed in everything I write is that our traditional ways of leading people in the workplace are failing.<\/p>\n

We\u2019ve seen employee engagement fall precipitously over a generation, and now have irrefutable evidence that it cannot and will not recover until we collectively adopt leadership practices that intentionally support the higher needs of workers \u2013 human beings<\/i>.<\/p>\n

My goal for each new article has been to further explain why leadership must change, and how some enlightened organizations and visionaries already are contributing to the creation of an entirely new, and far more effective model.<\/p>\n

As we approach the New Year, I see it filled with promise.\u00a0 It\u2019s clear that our collective view on how best to inspire employee performance is fundamentally and irrevocably shifting.\u00a0 What\u2019s stunning to me is that it\u2019s happening so fast.<\/p>\n

To give you a new<\/span><\/i> glimpse into the future of leadership, I want to share three profound trends that are building wave-like momentum in business.\u00a0 A major transformation is underway and it\u2019s largely being influenced by some noteworthy reversals in our thinking.<\/p>\n

1.\u00a0\u00a0 <\/b>Leaders Are Using Basic Spiritual Practices To Grow Their Effectiveness<\/span><\/b><\/p>\n

When some people think about meditation, they invoke images of Indian swamis sitting comatose in a lotus position (imagining a few snakes wrapped around their bodies only adds to the instinctive conclusion that meditation is weird and not at all for them).<\/p>\n

But recent scientific understanding proves that brief daily meditation (15\u201320 minutes at a time, ideally first thing in the morning) has huge benefits for human well-being and effectiveness.\u00a0 Because of this, it\u2019s becoming far more widely embraced in the corporate world.\u00a0 Uber-successful people like Rupert Murdoch, George Stephanopoulos, bond-guru, Bill Gross, \u2013 and the late Steve Jobs \u2013 are well known practitioners.\u00a0 Already, firms including EBay, Facebook and Google have constructed meditation rooms and made them available for all employees to use.<\/p>\n

According to Dr. Daniel Siegel, author of \u201cMindsight: The New Science Of Personal Transformation<\/i>, \u201cmindfulness is a form of mental activity that helps calm and clear the mind.\u201d\u00a0 It\u2019s a state of focused attention, a means to observing the present moment experience and to actively directing one\u2019s thoughts.\u00a0 Practiced in the east and west, in ancient and modern times, quiet meditation disciplines our often-wild minds allowing us to make better choices aligned with our true intentions.<\/p>\n

The idea that business is now drawing on Buddhist tradition to improve performance is truly remarkable.\u00a0 But for leaders who want to feel centered during their workday\u2019s most critical moments, mindfulness is becoming widely regarded as an essential tool.<\/p>\n

It\u2019s also especially significant that mindfulness training is anchored on spiritual principles that encourage practitioners to be kind and compassionate to themselves \u2013 and to others.\u00a0 Thus the greater long-term benefit of teaching leaders to become more self-aware may be that it also influences them to become more caring managers as well.<\/p>\n

Google\u2019s Chade-Meng Tan, who led the team which created the \u201cSearch Inside Yourself\u201d meditation training now being taught in numerous organizations across the US, believes more \u201cmentally fit\u201d leaders will have a huge advantage in their careers and can be expected to bring entirely new values to the workplace.\u00a0 When I interviewed him for Fast Company<\/i><\/a> last March, he told me, \u201cThe next generation of leaders \u2013 people in business schools who are up and coming and are already conscious of the practices of mindfulness, calmness of mind and kindness \u2013 they\u2019ll be disproportionately successful, all things being equal, and will become our future CEOs.\u201d<\/p>\n

2.\u00a0\u00a0 <\/b>Business Schools Are Teaching Future Managers To Lead With Their Heads And<\/i> Their Hearts<\/span><\/b><\/p>\n

In a conversation I had 17 months ago with John Kotter, Harvard Business School professor and the author of business classic, Leading Change, <\/i>Kotter told me that \u201cthe curriculums at most MBA programs were almost exclusively focused on the rational aspects of management, and widely ignored teaching future leaders how to effectively influence and even inspire employee performance.\u201d<\/p>\n

Kotter said that no school was devoting any more than 5% of its time to teaching what he called \u201cheart issues.\u201d\u00a0 Convinced that feelings and emotions far more often motivate human behavior, he said having such a gap in the training the nation\u2019s future leaders was nothing short of \u201cfrightening.\u201d<\/p>\n

Since that discussion, a major course correction has begun.<\/p>\n

For the first time in over 20 years, the Wharton Business School has entirely redesigned its curriculum.\u00a0 Rather than choose a quant to lead the effort, the school picked a known humanist on the faculty, Richard Shell, (whom I wrote about this summer in Fast Company<\/i><\/a>).<\/p>\n

After hand-selecting eight other people to help him, Shell\u2019s team spent two years crafting coursework that would best prepare MBA students to lead in the 21st<\/sup> Century.\u00a0 The end product eliminates none of the traditional rigor, but allows students to \u201cmake their own adventure\u201d and experience a more personalized education.\u00a0 \u201cWe\u2019re now treating our 28-year-old students in ways that honors their integrity, autonomy and individuality,\u201d said Shell.\u00a0 \u201cWe want them to experience their own independence, and then to help others [their future employees] achieve theirs.\u00a0 This matches up to modern-day business which requires individual judgment versus taking orders of old.\u201d<\/p>\n

Shell, who is the recent author of Springboard: Launching Your Personal Search For Success, <\/i>personally ensured that the new curriculum addressed the gap that John Kotter identified.\u00a0 \u201cWharton has heard the call for a right brain as well as a left brain approach to business loud and clear,\u201d he told me.<\/p>\n

And Wharton isn\u2019t alone in taking steps to balance the mind and heart in its syllabus. \u00a0Spiritualist author, Dr. Deepak Chopra, now teaches a class at Northwestern University\u2019s Kellogg School of Management.\u00a0 One Minute Manager<\/i>\u00a0co-author, Ken Blanchard, initiated a values and self-discovery seminar at the University of San Diego\u2019s School of Leadership.\u00a0 My own book,\u00a0Lead From The Heart,<\/i>\u00a0is being taught to business students at Northern Arizona University and Embry-Riddle University. \u00a0And mindfulness training, according to The Economist,<\/i> has become standard fare at the University of Nebraska-Lincoln, Claremont-McKenna\u2019s Drucker Management School \u2013 and<\/i> Harvard.<\/p>\n

3.\u00a0\u00a0 <\/b>A New Belief In The Greater Potential Of People<\/span><\/b><\/p>\n

\u201cWith time and patience, the mulberry leaf becomes a silk gown.\u201d
\n<\/i>\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Chinese Proverb<\/p>\n

One reason so many people have become so disengaged in their jobs is because they have aspirations for personal growth (Maslow called it \u201cself-actualization) that routinely go unmet.\u00a0 Twenty-first Century workers want to maximize their own human potential and often feel thwarted by leaders who invest too little in their development.<\/p>\n

According to Carolyn Dweck, Stanford University psychologist and author of the groundbreaking book, Mindset: The New Psychology Of Success<\/i>, an inclination to hold back on training, coaching, and mentoring employees is driven by the common conviction that most people cannot become much more effective than they already are.<\/p>\n

A traditional and longstanding view in society is that human talents are fixed at birth, and that an IQ score tells the whole story about the capabilities of a person.\u00a0 But Dweck emphatically refutes this; her compelling 20-year research proves that a limited belief in human potential, a \u201cfixed mindset,\u201d profoundly restrains our success as leaders.<\/p>\n

According to Malcolm Gladwell, the pervasiveness of a fixed mindset in our culture has influenced us to value instinctive, effortless accomplishment over achievement through determined action.\u00a0 \u201cWe revere the naturals,\u201d he says.\u00a0 We judge and esteem people for their innate talent and overlook that the far majority of high achievers got there through hard work.<\/p>\n

Tied to this limited belief system says Dweck, \u201cfixed mindset\u201d leaders, \u201clive in a world where some people are deemed superior and some are inferior.\u201d\u00a0 In my own career, I can recall many occasions where peer leaders sought to leverage their \u201cstars\u201d to meet important goals, rather than to challenge and teach all their other employees to achieve at the same high level.<\/p>\n

According to Dweck, \u201ca person\u2019s true potential is unknown and unknowable.\u00a0 It\u2019s impossible to foresee what can be accomplished with years of passion, toil and training.\u201d\u00a0 Consequently, she urges us to adopt a \u201cgrowth mindset,\u201d a belief that anyone\u2019s basic qualities can be cultivated and improved upon through effort.\u00a0 Leaders with a growth mindset, therefore, thrive by intentionally stretching every person they manage.<\/p>\n

Eminent educational researcher, Benjamin Bloom, studied 120 outstanding achievers including concert pianists, Olympic swimmers, world-class tennis players, sculptors, and mathematicians.\u00a0 He discovered that most of them displayed no clear talent until their training began in earnest.\u00a0 Only their continued motivation and commitment, along with a network of support, took them to the top.<\/p>\n

Tied to Dweck\u2019s work, we now know that wise leaders going forward will invest heavily in employee development, while personally encouraging and nurturing people to build their skill level and confidence over time.\u00a0 In the words of legendary coach, John Wooden, \u201cBy applying yourself each day to the task of becoming better, over a period of time you will become a lot <\/i>better.\u201d<\/p>\n

Summary\u00a0<\/span><\/b><\/p>\n

Very clearly, the future of workplace leadership will never be what it used to be.\u00a0 And, because we\u2019re now opening our minds as well as our hearts to what truly drives the human spirit, we\u2019re finding far more enlightened ways of securing the highest level of employee performance possible.\u00a0 This can only be good news for business.<\/p>\n

Happy New Year!<\/p>\n

Please know in advance that we\u00a0greatly\u00a0appreciate\u00a0when you share these blogs with friends and colleagues via Twitter, Facebook and e-mail.<\/strong>\u00a0\u00a0Our aim is to influence, and we rely on you to help us get our message out! \u00a0If you would like to receive Mark\u2019s articles directly (no strings!), please\u00a0<\/span>sign up for his tribe<\/span>\u00a0<\/span>here.<\/span><\/a><\/strong><\/em><\/span><\/p>\n

PS: Be sure to read all of Mark’s\u00a0Fast Company<\/em>\u00a0Magazine articles — you can find these on the top right-hand side of this website!<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cThe future ain’t what it used to be.” \u00a0\u2013 Yogi Berra Directly or indirectly, the common theme expressed in everything I write is that our traditional ways of leading people in the workplace are failing. We\u2019ve seen employee engagement fall precipitously over a generation, and now have irrefutable evidence that it cannot and will not […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12,13,14,15,16],"tags":[39,246,44,247,249,72,100,109,123,127,250,248,251,233],"class_list":["post-2513","post","type-post","status-publish","format-standard","hentry","category-lifeaffairs","category-heartleadershipinpractice","category-leadership","category-lifelessons","category-wisdomefromotherauthors","tag-business","tag-carolyn-dweck","tag-ceo","tag-daniel-siegel","tag-deepak-chopra","tag-employee-engagement","tag-heart","tag-human-performance","tag-ken-blanchard","tag-leadership-2","tag-mindfulness","tag-richard-shell","tag-wharton-business-school","tag-wisdom"],"yoast_head":"\nThree Stunning Leadership Trends That Should Give Hope To Workers Everywhere - Mark C. 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