Would it work? Would people attend?
In these turbulent, Covid ridden times, how can leaders navigate through uncertainty? How can they plan when what is known changes daily?
The BCC programme addressed these questions from a business and human perspective - with some truly inspirational speakers.
The week began with Simon Anholt, an author and TED speaker who explained the need for countries to do good if they wanted their image to improve. Anholt announced that Luxembourg had risen to number 11 on the Good Country Index: a list of around 150 countries ranked in order of the good and least harm they do in the world.
He also mentioned that in his view there are three stages of human evolution:
Survival, Competition (which we are in) and Collaboration which he wanted us to aspire to.
There followed Boris Diekmann, author of Chief Energy Officer and international leadership coach, leading an interactive session on the link between human energy levels and emotions.
In these challenging times, our leaders can positively or negatively affect others depending on how they used their energy. To maintain energy, for example, bodies need nutrition and exercise; hearts need human connection and a sense of belonging; minds need time to focus and some stillness; and souls need meaning and a higher intention.
Leading with positive energy and an open state of heart was a wise way to lead in times of uncertainty, was Diekmann’s conclusion.
Marcus Mueller gave an interactive session on how organisations can use a new tool to drive engagement, increase energy and improve communication amongst other things.
Three scientifically proven key “vitamins” – autonomy (A), belonging (B) and competence (C) determine how people feel and behave towards others. Using this framework and language enables organisations and leaders to have important conversations to ensure that employees’ basic psychological needs are respected.
There was a change in format, later in the week, as Minister Paulette Lenert was asked to share her experience of actually having to lead the country through this Covid crisis.
It was interesting to learn that the feedback offered commented on how refreshing it was to hear a leader who did not try to appear perfect.
Lenert acknowledged that there were many lessons learned and continue to be learned as she and her team navigate this health crisis. In particular, preparations would be changed for future pandemics in terms of supplies needed, just in case.
The final speaker, Margaret Heffernan, author of Uncharted: How to map the Future which inspired the topic of the forum, echoed Simon Anholt’s call for collaboration and outlined the danger of efficiency when tackling complex problems.
Not having enough masks in an epidemic is an example of where efficiency needs replacing with ‘Just in Case’ thinking. Heffernan called for more experimentation in a crisis, more use of scenario planning and explained the uselessness of 5-year plans when even expert forecasters can only look 400 days into the future.
Overall, say the BCC spokespersons, this was a “different, thought-provoking and relevant leadership event which captured the mood of the times, gave participants tools for dealing with ‘dragons’, and gives us all some cause for hope”.
