BUILD A LIFE STYLE AROUND YOU AS THE BRAND - The audience shall follow.
Are you prepared to lead in exponential times?
What if you understood your full potential?
Leadership, decision making and performance in a world of technology disruption, exponential change and global problems. J.S.Sekhon, one of the world’s top experts on disruptive and exponential technology brings you his passion, knowledge and expertise to inspire and help your leadership achieve greater potential as leaders in times of immense change.
The Exponential Leadership workshop is a 2-day intense result-driven workshop that can give your leaders the framework and tools to deliver 10x results in today’s accelerating world.
Exponential leaders are change agents, boundary pushers. They’re responsible for championing a new vision for the future and establishing an organizational climate and culture that fosters learning, adaptability, and speed.
Participants will leave the 2-day learning experience with a clear vision of where new technologies are headed, their possible impact on the ways to do business, and how to shift from an incremental to an exponential mindset.
What Kind of Exponential Leader Are You?
Identify Your Leadership Style to Learn and Excel
Leadership styles vary. There is no single ‘right’ way to lead a team, motivate your employees, or share your vision to guide change and drive impact. Understanding your own style, strengths, and weaknesses, though, is essential to learn, grow, and leverage your best qualities.
Exponential leadership happens at the nexus of great vision and great management. It’s not just about supporting your teams and giving marching orders. Exponential leaders share their vision, inspiring their people and the world around them, while empowering their talent to utilize and develop their own expertise.
Innovation happens when strong leaders shine a light down a new path and enable their teams – equipped with the right tools, support, and confidence – to traverse, define, and improve it.
Accept Uncertainty About the Future – but be Certain About Your Leadership Strengths
If you can overcome the need to be sure, the need to be right, and the desire for control, you may be close to unlocking the potential of exponential leadership.
Among effective managers and visioneers, there are different motivations and styles that inform success. Four key types of change drivers have been outlined by Solomon. Each one has the potential to make an exponential difference.
The key learning exercises are structured to provoke in participants a shift from an incremental to an exponential mindset, and to provide them with a set of tools, skills and behaviors as a support of the Exponential Leader.
Participants will learn how to embrace the skills and mindsets of four distinct roles: Futurist, Technologist, Innovator and Impact-Driver. Each role offers critical perspective for understanding, organizing and delivering 10x results. Exponential leaders also inspire their team members to have a similar impact, as leadership must also be a property of the system. Moreover, they will understand the importance of value, relationship and leadership multipliers to drive 10x impact.
Which exponential leadership style do you connect with?
Futurist – You imagine bold ideas.
Humanitarian – You make choices that positively impact people and communities.
Innovator – You bring ideas to life.
Technologist – You accelerate possibilities with technology.
Once you have determined your style, you can better understand your motivations and apply your strengths toward making an exponential impact on the world. Work with your team to identify complementary skillsets for more effective collaboration. Expand your perspective by spending time shadowing and learning from innovative leaders with other styles.
You need to ask yourself: what can I do to support learning opportunities at my organization?
Seek opportunities for yourself and your teams, nurturing skills and expanding horizons for a collaborative, dynamic, and evolving workplace. Some teammates may benefit from technical training or interest-driven side projects. The BBY Program could be your next C-suite learning opportunity that focusses on transformation and strategic foresight.
Determine what works at the individual level, without losing sight of your team’s makeup and broader organizational goals. Most importantly: always be open to new ideas when it comes to learning and leading.
1. Always be an ambassador for your team, innovation happens everywhere:As a leader, you must always be an ambassador for your team. Not only is it important for you to always reflect your company’s values, but it’s also important that you constantly search for opportunities, tools, people, and ideas that would be valuable to your team. In other words, if you go to an event or conference, always be on the lookout for great opportunities for your team.
2. Issues within the team should be resolved within the team: Given the pace of change and complexity of leading a high-performance team, there is often a lot of stress and confusion with implementing team decisions. This can lead to gossiping or complaining outside of the group. Sue notes that your colleagues outside the team don’t want to sit there and actually help you; instead, they just want to hear the gossip and spread it. This can be detrimental to productivity and team morale. Instead, don’t start rumors, don’t spread them, and if you have an issue, take it up immediately within the team and solve it there.
3. Once a decision is made, it is supported. Period. This is really important. Once a decision is made in a meeting, there must be no second-guessing of that decision after the fact. Sue explains, “When we walk out of that room, and you’ve had all the chance to actually defend your position to make the decision, it’s time to start executing. That’s it.” If you need to change a strategy, use data from implementation to support your argument and bring it up in the next decision-making meeting.
4. Proactive problem management – go directly to the source: As complexity increases, so too does the potential for conflict or confusion. As an exponential leader, you must be proactive in managing this. Sue’s strategy is simple and clear: “Go to the source, directly to the source. Don’t complain to managers or others before you’ve gone to the person first to resolve the conflict.”
5. Assume noble intent: I love this one. It’s important as a leader to trust your team and assume that they have the team’s best interests in mind. It’s remarkable what you are able to achieve when you assume noble intent. Ultimately, this goes back to hiring as well. You must ensure that you are hiring team players who are inspired by the company’s mission and purpose.
6. Ambidextrous leadership (investor + operator thinking): Sue believes there is enormous value in pairing venture capital investor-type thinking with operator-type thinking. Being able to step back and analyze opportunities from an investor’s perspective can be a valuable tool in helping entrepreneurs and managers alike make better decisions. And for investors, thinking like an operator is so important to understand the businesses they are investing in and, more than that, to best leverage your resources to help the companies.
7. You can’t delegate culture: This is absolutely critical for exponential leaders. Culture can make or break a company, and therefore it a) must be very high on a leader’s list of priorities and b) must come from the top. Leaders can’t delegate culture. Sue goes on, “Leaders are the culture bearers, the torchkeepers of culture in our companies. They might have change agents, or those that actually help them amplify their culture, but the leader cannotdelegate culture. This is a truth that a lot of us forget because we’re so busy. Employees and teams really want to see it from their leaders. They want to hear the talk, they want to watch them walk the talk, all the time.” Interestingly, while leaders cannot delegate culture creation, they can delegate culture keeping.
8. Purpose and passion: Purpose and passion drive people to do what they do. Sue explains, “Our people are very motivated by a purpose. And you have to go recruit for that kind of person. Purpose fuels passion. Passion creates energy to deliver. It empowers people to believe they can. Purpose and passion actually help people unlock the potential they never knew they had. It is up to leaders to define the purpose and build a team around it.”
Change is coming. Exponential leaders must prepare for it and embrace it.
You’ve got to resolve conflict proactively, expect the best from your team, and fuel their energy to solve problems and create extraordinary results.