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<\/figure>\n\n\n\nThe father of management thinking Peter Drucker famously said: \u201cThe greatest danger in times of turbulence is not turbulence itself, but to act with yesterday\u2019s logic\u201d. Now, as we embark on another year, what better time for business leaders to step back and reflect on their leadership? What parts are enduring, emerging, and eroding, and how does this translate into navigating a restless future in 2022 and beyond?<\/p>\n\n\n\n
When navigating the future of work, it is clear that fear and uncertainty still dominate. Consider the \u2018Great Resignation\u2019 (record levels of employees quitting their jobs), the \u2018Big Quit\u2019 and the \u2018Great Reassessment\u2019 (two-thirds of employees rethinking their purpose at work). Add to that the \u2018Turnover Tsunami\u2019, the \u2018Attrition Supercycle\u2019, the \u2018Hybrid Paradox\u2019 (what\u2019s our workforce hybrid strategy?) and the \u2018Race to Reskill\u2019 (one of the best ways to outpace the forces of disruption is upskilling, reskilling and cross-skilling) and it\u2019s no wonder that 78% of leaders<\/a> report record levels of burnout, mental exhaustion and anticipatory anxiety about the future. Anticipatory anxiety and performance are like oil and water \u2013 a performance and innovation killer.<\/p>\n\n\n\n Bold leadership<\/strong><\/p>\n\n\n\n Operating at the edge of uncertainty, context becomes key. Leaders need to strengthen their context-setting, direction setting and pace-setting capability to ensure talent creation and enablement. This mandates:<\/p>\n\n\n\n if you want to stay ahead of the accelerating change curve.<\/p>\n\n\n\n One of the clearest signs of bold leadership is rethinking your assumptions and updating your opinions. To be future-fit in 2022 and beyond, leaders must avoid strategy, transformation or culture drift. Instead, they will choose a path of continuous learning, experimenting and putting purpose to work: embracing an iterative growth mindset over a bureaucratic-fixed mindset. Decisive leaders will be those who take bold action in the face of adversity and scale challenger cultures that are human-led, intentionally diverse, psychologically safe and built for speed. Metrics matter too. New World DNA leaders care about return on intelligence<\/em> rather than return oninvestment, <\/em>and are redesigning workflows that are growth-led and match talent to value.<\/p>\n\n\n\n Bold accelerators<\/strong><\/p>\n\n\n\n Below are some of the bold accelerators leaders should consider for the upcoming year and beyond:<\/p>\n\n\n\n A change in perspective is worth 80 IQ points<\/strong><\/p>\n\n\n\n Albert Einstein wrote: \u2018You can\u2018t use an old map to explore a new world\u2019. A change in perspective is worth at least 80 IQ points in a world where the best way of staying relevant is by accepting two fundamental truths:<\/p>\n\n\n\n The challenge is that there\u2019s a huge knowing-to-doing gap in business, with 84% of leaders reporting culture, talent and leadership inertia and 23% of employees saying they have mentally quit the job but haven\u2019t resigned yet. For more analysis on these inflection points take a look at BrightLine Initiative\u2019s<\/a> important work on leading and embracing perpetual transformation. Their studies show that nearly $1 billion a year is wasted on failed transformation efforts, two-thirds of which fail to achieve their goals.<\/p>\n\n\n\n For employees, the future of work should mean more choice, opportunity and meaning and will shift from traditional \u2018I\u2019-shaped careers moving up company career ladders to \u2018Pi\u2019-shaped and \u2018X\u2019-shaped careers (stretch, breadth and depth) that look more like career climbing walls.<\/p>\n\n\n\n Reimagination is the new execution<\/strong><\/p>\n\n\n\n Everything starts as an act of imagination, but to sustain vitality for the long-term leaders must harness reimagination. Reimagination is the human force that can create a new reality.<\/p>\n\n\n\n I believe that leadership is the most powerful platform for unlocking value and human potential (profit maximisation AND meaning maximisation), yet only a small pool of organisations are leading the way with bold action \u2013 firms such as the pioneering biotech company Moderna, Development Bank of Singapore (DBS) whose transformation story has been honoured for the fourth year in a row with \u2018the world\u2019s best bank\u2019 by Euromoney, or Microsoft for launching a collective growth mindset to power management excellence around a few core principles.<\/p>\n\n\n\n What these companies understand is that the path to reimagination requires making bold moves across three imperatives:<\/p>\n\n\n\n Fortune favours the bold<\/strong><\/p>\n\n\n\n If there\u2019s a final call to action that I offer every leader: make 2022 the year that you do something radical, because leadership is never finished. Culture is never finished. Learning is never finished. Make it the year that you turn uncertainty into action, fight complexity with simplicity, adopt new agile ways of leading and working, and say goodbye to the status quo.<\/p>\n\n\n\n Drucker was right. Turbulence is not the biggest threat. Make 2022 the year to confront it with fortified courage of heart and boldness of ideas.<\/p>\n\n\n\n <\/p>\n\n\n\n About the Author:<\/strong><\/p>\n\n\n\n Terence Mauri<\/strong><\/em><\/a> <\/em>is founder of Hack Future Lab, Adjunct Professor at IE Business School and a specialist in leadership and change. His new book <\/strong>The 3D Leader: Take your leadership to the next dimension<\/em><\/strong><\/a> is out now<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" The father of management thinking Peter Drucker famously said: \u201cThe greatest danger in times of turbulence is not turbulence itself, but to act with yesterday\u2019s logic\u201d. 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