EVERYTHING You Need to Know About Good Leadership

Summary

En esta entrevista, Jennifer aborda los desafíos de liderazgo en un mundo cada vez más complejo y disruptivo. Discute cómo las organizaciones aún operan bajo modelos de eficiencia mecánica en lugar de centrarse en el potencial humano. Habla sobre la importancia de aceptar la diversidad de pensamiento y la necesidad de que los líderes crezcan para manejar mejor la complejidad. Jennifer también reflexiona sobre el impacto de la tecnología, como la IA, y la oportunidad de reenfocarse en la humanidad. Finalmente, expresa optimismo sobre el futuro y el potencial humano para superar estos desafíos.

Takeaways

• 😀 El liderazgo no debe ser un proceso de hacer que las personas te sigan ciegamente, sino de valorar las diferentes perspectivas para abordar la complejidad.
• 🌍 La complejidad y el cambio rápido en el mundo requieren una mejor capacidad para manejar situaciones complejas y desacelerar los motores de la disrupción.
• 🌱 Crecer como adultos implica conectarse más con los demás, eliminar filtros y sesgos, y estar abiertos a nuevas formas de ver el mundo.
• 🤖 La automatización y la IA podrían liberarnos para centrarnos más en nuestra humanidad, aunque esta promesa aún no se ha cumplido.
• 🧠 Las trampas mentales protegen al cerebro del costo de la complejidad, pero es necesario aprender a ver más allá de estas defensas para poder enfrentarlas.
• 💡 Cambiar la forma en que uno se presenta en una sala de juntas, por ejemplo, puede cambiar la energía y las dinámicas sin necesidad de memos o preparaciones formales.
• 🔄 Las emociones como la ansiedad y el enojo son contagiosas, pero también lo son la apertura y la curiosidad, lo que puede influir en el ambiente de una organización.
• 🎯 En la complejidad, las diferencias de los demás son tesoros, no problemas, y deben verse como una oportunidad para aprender.
• 🦸‍♂️ El ego es útil pero no debe dirigir nuestras acciones. Es más efectivo cuando lo usamos como recurso y no como guía principal.
• 🌎 Ninguna cultura ha dominado el equilibrio perfecto, pero cada una tiene piezas valiosas que podemos integrar para crear algo mejor.

Q & A

¿Cuál es el principal enfoque que Jennifer menciona sobre el liderazgo en entornos complejos?

Jennifer enfatiza que en entornos complejos no se trata de que las personas sigan ciegamente al líder, sino de aprovechar las diferentes perspectivas para manejar la complejidad de manera más efectiva.

¿Por qué compara Jennifer a un líder con una hormiga intentando guiar a un elefante?

Jennifer utiliza esta comparación para destacar que un solo líder no puede ver ni entender lo suficiente desde su perspectiva individual en un entorno complejo. Se necesitan múltiples perspectivas para obtener una visión más completa.

¿Cómo define Jennifer la relación entre la complejidad y el liderazgo tradicional?

Jennifer explica que el liderazgo tradicional busca eficiencia y estandarización, inspirado en las máquinas. Sin embargo, en la actualidad, las organizaciones deben enfocarse más en las personas y en cómo aprovechar las diferencias y la complejidad.

¿Qué espera Jennifer que ocurra con la llegada de la inteligencia artificial y la automatización?

Jennifer espera que la automatización y la IA liberen a los humanos de tareas repetitivas, permitiéndoles centrarse más en su humanidad y en construir relaciones significativas.

¿Qué son las 'trampas mentales' según Jennifer?

Las 'trampas mentales' son mecanismos psicológicos que protegen al cerebro de la complejidad, haciendo que las personas reaccionen de manera contraria a lo que han planeado, especialmente en situaciones desafiantes.

¿Cómo pueden los líderes cambiar la dinámica de una junta directiva, según Jennifer?

Jennifer menciona que cuando los líderes se muestran más receptivos y abiertos a los demás, esto genera un cambio en la energía de la sala, haciendo que los demás también se vuelvan más receptivos.

¿Qué papel juegan las emociones en la dinámica de liderazgo según Jennifer?

Jennifer explica que las emociones, como la ansiedad o el enojo, son contagiosas, pero también lo son la apertura y la curiosidad. Los líderes pueden influir en la energía de una sala según cómo entren en ella.

¿Por qué es importante la diversidad de pensamiento para manejar la complejidad?

Jennifer destaca que en un entorno complejo, la diversidad de pensamiento es crucial porque ofrece diferentes perspectivas que ayudan a resolver problemas que un solo líder no puede entender por completo.

¿Cómo sugiere Jennifer que los líderes manejen su ego en el trabajo?

Jennifer sugiere que los líderes deben reconocer y estar en sintonía con su ego, pero no dejar que sea el principal conductor de sus acciones, ya que el ego puede ser demasiado defensivo y estático.

¿Qué opina Jennifer sobre la evolución del liderazgo en diferentes culturas?

Jennifer cree que ninguna cultura ha 'resuelto' por completo el liderazgo ideal, pero cada una tiene algo que aportar. Sugiere que si se combinan las fortalezas de diferentes culturas, se podría crear un enfoque de liderazgo más completo.

Outlines

00:00

👥 Liderazgo y Perspectivas en Complejidad

El liderazgo no consiste en que las personas sigan a una sola persona, sino en aprovechar diferentes perspectivas para enfrentar la complejidad. La conversación comienza con la bienvenida a Jennifer en el evento Innovation Realized, donde se discuten los desafíos disruptivos que enfrentan las empresas. Jennifer plantea que el reto está en aprender a manejar la complejidad mientras se desacelera el motor de la disrupción.

05:00

🧠 Trampas Mentales y el Desafío de la Complejidad

Jennifer explica cómo las 'trampas mentales' son mecanismos de defensa del cerebro para protegernos de la complejidad, que históricamente no era algo que necesitáramos manejar. Hoy, con el rápido cambio, las personas caen en errores repetidos debido a que sus cerebros buscan evitar la complejidad. La solución está en cambiar nuestra relación con el entorno, como hizo una líder con su junta directiva, ajustando su enfoque para mejorar la receptividad de los demás.

10:01

🤝 Relaciones, Ego y Emociones en el Liderazgo

Las emociones como la ansiedad y la ira son contagiosas, y los líderes pueden influir en sus equipos a través de la apertura y la curiosidad. Jennifer subraya la importancia de la diversidad cognitiva y de pensamiento en los equipos, reconociendo que las diferencias entre las personas deben ser vistas como tesoros. También habla sobre cómo gestionar el ego para que no controle las decisiones, sino que se convierta en una herramienta útil pero no dominante.

15:02

🌍 Diferencias Culturales y el Liderazgo Global

Jennifer, habiendo vivido en varios países, reflexiona sobre las diferencias culturales y cómo cada cultura tiene una pieza del rompecabezas para un liderazgo eficaz. Algunas culturas se enfocan en el individuo, mientras que otras priorizan lo colectivo. Ella también distingue entre la complejidad y lo complicado, explicando que la complejidad se basa en reglas simples pero elegantes, mientras que lo complicado requiere procedimientos y conocimientos expertos.

20:02

🚀 El Futuro del Liderazgo y la Evolución Humana

La conversación se adentra en cómo los líderes pueden evolucionar para manejar mejor la complejidad. Los líderes pueden moverse de ser altamente independientes a ser interdependientes y relacionales, lo que les permite liderar equipos diversos con mayor facilidad. Jennifer argumenta que el desarrollo adulto y la capacidad de evolución son claves para enfrentar los desafíos del futuro, como la inteligencia artificial, y que debemos acelerar nuestra evolución para adaptarnos a las nuevas realidades.

Keywords

💡Liderazgo

El liderazgo es la capacidad de guiar o influenciar a un grupo hacia el logro de metas. En el video, se menciona la idea errónea de que un líder debe hacer que todos lo sigan sin cuestionar, comparando esto con 'un hormiga liderando a un elefante'. En lugar de imponer una visión única, el liderazgo en la complejidad requiere aprovechar las diferentes perspectivas de los demás.

💡Complejidad

La complejidad se refiere a la dificultad y la cantidad de variables involucradas en un sistema o situación. El video discute cómo el mundo actual está lleno de contextos complejos que superan nuestra capacidad de manejarlos con los enfoques tradicionales, y plantea la necesidad de aprender a manejar esta complejidad desde múltiples perspectivas.

💡Trampas mentales

Las trampas mentales son patrones psicológicos que nos impiden ver con claridad y nos limitan. El video describe cómo los líderes caen repetidamente en trampas mentales que les hacen actuar de manera contraria a sus intenciones, especialmente cuando enfrentan la incertidumbre de la complejidad. Estas trampas surgen de la necesidad del cerebro de protegernos de la inestabilidad.

💡Ego

El ego es la parte de la mente que se enfoca en la autodefensa, la identidad y la percepción de uno mismo. En el video, se menciona cómo el ego puede ser útil para protegernos, pero también puede ser un obstáculo para el liderazgo en la complejidad si no se controla, ya que puede hacer que las personas se centren en proteger su 'territorio' en lugar de colaborar.

💡Perspectivas diferentes

Las perspectivas diferentes son las variadas formas de ver el mundo que tienen las personas según sus experiencias y conocimientos. En el video, se destaca la importancia de valorar estas diferencias como 'tesoros', ya que en situaciones complejas, ninguna persona puede ver la imagen completa por sí sola. Por lo tanto, la diversidad de pensamientos es clave para una toma de decisiones efectiva.

💡Automatización

La automatización se refiere al uso de tecnología para realizar tareas sin intervención humana. En el video, se discute cómo la automatización y la inteligencia artificial (IA) podrían liberar a los humanos de ciertas tareas, permitiéndoles centrarse en su humanidad y en lo que mejor hacen, como la creatividad y la empatía.

💡Desarrollo adulto

El desarrollo adulto es el proceso de crecimiento personal y emocional que ocurre a lo largo de la vida. En el video, se menciona cómo los líderes pueden 'desarrollarse' para manejar mejor la complejidad, pasando de una mentalidad independiente a una interdependiente, lo que les permite liderar con más efectividad y colaborar mejor con los demás.

💡Cultura organizacional

La cultura organizacional es el conjunto de valores, creencias y comportamientos que caracterizan a una organización. En el video, se discute cómo las organizaciones están empezando a valorar no solo la inteligencia y la eficiencia, sino también la humanidad, creando culturas que fomentan el crecimiento personal y la interdependencia.

💡Inteligencia emocional

La inteligencia emocional es la capacidad de reconocer, comprender y manejar las emociones propias y de los demás. En el video, se destaca cómo las emociones, como la ansiedad o la curiosidad, son 'contagiosas' y cómo los líderes pueden usar su propia apertura emocional para influir positivamente en los demás.

💡Humanidad

La humanidad se refiere a las cualidades y valores que nos hacen humanos, como la empatía, la compasión y la conexión. A lo largo del video, se recalca que a medida que la tecnología avanza, es crucial que los humanos se enfoquen en estas cualidades, ya que la humanidad es lo que nos distingue de las máquinas y lo que tiene el mayor potencial para resolver los problemas complejos que enfrentamos.

Highlights

Leaders must move away from trying to get people to fall in line and instead embrace diverse perspectives as treasures.

The current business model stems from the industrial mindset of efficiency, but we are now shifting towards a focus on human connection.

Complexity requires diverse viewpoints to navigate effectively, making differences valuable rather than liabilities.

Our brains instinctively resist complexity because it's costly and destabilizing, but we must wake up to its importance.

Machines should ideally free us to embrace our humanity and deepen our connections, but this promise is yet to be fully realized.

Changing our mindset can change the way others respond to us in professional settings, as seen when a CEO shifted her approach with her board.

Emotions like anxiety and anger are contagious, but so are openness and curiosity, and they can set the tone in any room.

Leadership in complexity involves moving beyond independent heroism towards interdependence and collaborative growth.

Adult development can lead leaders to become more relational and interdependent, improving their ability to lead change.

Young people, born into a world facing major challenges, are naturally inclined to prioritize meaning over status, providing hope for the future.

Artificial intelligence (AI) brings opportunities but also requires us to evolve our human capacities quickly enough to keep pace with technological advancements.

Ancient wisdom traditions align with modern adult development ideas, suggesting a path from dependence through independence to interdependence.

The future of leadership will rely less on intellect and more on our ability to foster human connections and relationships.

Our ability to change our relationship to the world doesn’t stop in childhood; adults can continue to grow and evolve.

This era offers unprecedented possibilities and tools for humanity, but we must actively choose to evolve and collaborate for a better future.

Transcripts

My job as a

leader is to get

people to fall in line behind me.

You realize that is a fool's errand.

That is like having an ant lead

an elephant.

You just can't see enough

from that perspective.

In complexity,

you need as many different perspectives

as possible to have any hope.

And so once you give that up,

then suddenly other people's differences

become treasures.

[Music Playing]

Jennifer, welcome.

Thanks for having me.

It's lovely to be here.

Excellent!

So,

we're going to go straight

into digging in.

We are here at the

Innovation Realized event,

and there's so much disruption

going on in the world.

Many of the business

environments seem so complex,

and there's so much change and

driving shift.

How do you see all this disruption?

Oh, my goodness!

I believe that we have

created contexts

that are well beyond our current capacity

to handle them.

And so figuring out how do we slow down

some of that

disruption creation engine

we've got going,

and at the same time

how do we become better

at handling complexity —

those seem to me

like two

rather helpful avenues

to pursue at the same time.

But they seem so heavy and so big.

How do you break those down?

Well, I really don't know

very much about the first one.

So, I leave that to other experts.

The second one is kind of my wheelhouse.

How do we grow ourselves

to be better able to handle

complexity is actually

heavy in that it's important,

but it's kind of a

beautiful story of

how do grown-ups

grow and change over time?

How do we become more connected

to one another?

How do we

take in more of the world

and take off

more of our own filters and biases?

It seems that so much of the

the business world is based

on this hero's journey versus

this kindred quest

that we should all embrace.

Why is that? And why is that still going?

I think

the current business model

springs still out of organizations

as factory,

trying to standardize and

drive efficiency,

and be the best machines

we could possibly be.

It

all comes with this fascination

for how machines go.

And

the thing that you're talking about

is a fascination for how humans go.

And I believe we're just waking up to,

that is an interesting question.

Do you think things like automation

and AI [artificial intelligence]

that are taking the automation

part of how humans

were actually operating back,

will free us up

to be more celebratory of each other?

It's certainly my dream.

When I look at the possibility,

we've thought for decades that machines

would liberate us

to be better with each other.

So far,

that promise has not really arrived.

But my big hope is

as machines get better at doing

all of these things

that we didn't imagine machines would do,

the thing that's left — the corner

that we still have — is

what are humans great at?

And if we could lean into our humanity,

I feel like

there are spectacular possibilities for us.

It sounds so rich.

And just

even you talking about

it makes me warm to the

thought “I can get me back.”

Yeah, it's a beautiful idea.

And we can get us back too

because it's not a hero's journey.

We are not competing

against each other

for who's the last one

standing on the planet.

We have to go together.

And

I think the urgency might

actually deliver us

new ways of thinking and working.

Yeah, I feel the same.

You talk about mind traps

and the psychological stickiness.

Could you unpack that

a little bit for me?

So for basically

my whole career, I’ve

been teaching leaders

to handle complexity,

and I work with really brilliant,

motivated and

fabulous humans around the globe.

And I was finding that

they were kind of falling

into the same mistakes again and again.

Like, we would have a conversation, and

they would totally know what to do.

And then we would walk together

into a board meeting,

and they would not only not do

the thing that they said

they were going to do,

they would do 100% the opposite

of the thing that they said

they were going to do.

And I got really interested like,

why is that?

And as I studied

it, I found that there's

a kind of

psychobiological

reason for these mind traps:

our brain

is trying to protect us from complexity.

Because complexity is very costly.

It's very destabilizing.

And

for most of human history.

we didn't really need to worry about it

that much

because the berry that was poisonous

yesterday would be poisonous tomorrow.

And the enemy

that was the enemy yesterday

would be the enemy tomorrow.

Things weren't changing that fast.

Things change fast now,

and we have to actually wake up to that.

And so I call these mind traps

because it's like your

brain is saying,

“sweetie, just don't look there,”

and we have to look.

How much is it —

the self-belief?

Because when you're working

with a leader, it's great

that they can change the perspective

of how they should show

up and be themselves.

But to your point,

when they walk into that board meeting,

those people haven't changed.

They haven't had the

honor of working with you. So

how do they prep

that room so that's more acceptable

that they're going to come into it

with a different dimension of thought?

What's really interesting is that

each of us has the power to change

the context

we're in by the way

we change ourselves.

So I was working with one leader

who is wrestling with her board, and she

was the chief executive.

And she found herself

in a kind of a scrabble

with particularly one board member,

but also kind of the whole board.

And

she would enter the board

kind of primed to

duke it out,

to defend her position to win.

And as we worked on that together,

they would respond.

They were like, “okay sweetheart,

let's have it out.”

So as she started to

work on

not having that relationship to them,

she would go in different

and try and understand

their perspectives, and

try and understand

that between them

they had a lot

to offer to the organization.

It was

not for profit,

but between them,

they were really trying

to make the world a better place.

And when she could hold that in her,

they changed.

They didn't need a notification.

They didn't need a memo.

They didn't need coaching.

They just needed her not to be protecting

her patch.

And then they didn't

have to protect their patch.

So, she didn't have to prepare

that outside the boardroom.

Just a natural energy transition

made them more receptive.

That's exactly right.

When she was receptive to them,

they suddenly found themselves

being receptive to her.

It's often when

you have to look in the mirror,

you realize that you're the one

that's the agitator.

That's exactly right.

And we can change the way we show up.

One of the things

neuroscience teaches us is that

our emotions are really

contagious.

And our anxiety and

our anger —

these things are very contagious.

If I walk into a room angry

and you don't even know me,

you might not even notice that I'm angry.

But you will find yourself …

to feel it.

And if I walk into the room

really open and curious,

you might not know me,

but you might find yourself

leaning into those emotions.

I love that.

And you are a big advocate

with diversity as well.

The diversity of thought, not just

of your experiences in life

but how you're presenting yourself.

How are you helping leaders

acknowledge and respect

that diversity of thought,

the cognitive element of acceptance?

Well, once you understand complexity,

you move from this idea —

if only I were big enough and smart enough,

I could handle things,

and my job as a leader

is to get people to fall in line

behind me.

You realize that is a fool's errand.

That is like having an ant lead

an elephant.

You just can't see enough

from that perspective.

In complexity,

you need as many different perspectives

as possible to have any hope.

And so once you give that up,

then suddenly

other people's differences

become treasures.

You think, oh,

my job is to get all these people

to follow me

and to believe what I believe,

perspectives or liabilities.

But if you think, oh,

I wonder what I could learn from her

and him, and her and them;

well, suddenly

that's a different thing.

That means you need them.

They need you,

you need them.

It's a

whole different set of relationships.

And how do you control the ego

that may bubble up with that?

Suddenly I've been given some leash,

and this is my show.

And how do you ensure that is

controlled

in a way that people go:

“Okay, she's giving me the freedom.

He's giving me the freedom.

Now I'm

going to respect

the situation differently.”

I spend a lot of time helping people

just kind of get

in a relationship with their own egos

and decide

how much do I want

this thing at the wheel,

and how much is it

a helpful kind of censor for me?

But I don't want it

driving the car.

I think

most of

us don't really want our egos

to be driving the car.

They're useful.

They warn us about danger,

and they help keep us

whole and safe.

And at the same time, they're too static.

They're too defensive.

They're too protective.

And

we want that to be

one part of our resources,

but not like the main resource.

You live in France now,

but you're American.

When I first came to America,

I found the style

very different than England.

Do you think cultures, certain cultures,

have got this right, or certain ways

of operating have realized

that it was unproductive?

Or do certain cultures

kind of dismiss it and actually thrive by

the more bullish approaches?

I haven't wandered into a culture

that I think, oh, they nailed it.

I’ve lived

for a long time in New Zealand,

and I lived in England and now in France.

So,

it's sort of like

each culture has a puzzle piece

that if we could

put them on the table together,

we could create something fantastic.

And these are also indigenous cultures —

our traditions and cultures —

we can hold them together

and learn from them.

Americans do

the kind of individual story

super-duper well.

That's an important thing.

We don't want to get rid of it.

It's important.

But we don't want that to be everything.

Some countries or cultures

do the collective thing

super, super well. That's important.

How do we put those together?

You also warn of the danger

of oversimplifying

some of these complex things,

and some of them,

you do need to address it. You do need to

sit it down and say

let's dig a little bit deeper.

How do you prevent that

because people want things to be simple?

Well, the funny thing

is complexity actually is quite simple.

I make the distinction in my work between

what's complicated

and what's complex. And complicated

things

have lots of processes

and procedures and

have a lot of expert requirements

and all those kinds of things —

those are not simple.

But complexity tends to be run

by a few simple rules.

It's very elegant.

If you can touch into that and go with

the elegance of it and trust

that,

there's a lot of fun,

a lot of liberation in complexity.

Who's the best? Leaders by

psychological traits are often a bit more

the spear,

the tip of attack,

the triangle model.

But the people that we're needing

are a little bit

more sympathetic in the circle shape

but more rounded,

actually do care about people

versus

the pressures often as a leader

is just bottom line.

Everybody's an element in this.

How do you ensure an organization

that's coming

from the different diversity

of skills and styles can embrace this,

and all agree to it,

when some of it may be a bit foreign

to certain

styles of leadership people.

Here's where I think

adult development ideas.

How do we grow better

able to handle complexity?

So, a leader who has been kind of

the master of his craft and

that sort of pointy and achiever type,

that leader can become, over time,

somebody who's much more

relational,

interdynamic, interdependent, instead of

the strong independent type.

That's a path we can walk.

And the leaders

who walk that path

actually lead change better.

They

have diverse teams more effortlessly,

and they find their own

lives are kind of more pleasant,

more meaningful, more easeful

than when they're trying to

double down and nail it themselves.

So, they often say that

a leopard can't change its spots.

And we sometimes

see that in relationships.

We try and change each other.

Is this working

because you're actually allowing leaders

to go back

to who they naturally are versus

cornered in certain

styles, or how do you see it,

and how long does it take

to help a leader

change their habits of process

so they can be actually more productive?

I believe we can change our spots.

I believe that the way

we think about

and relate to the world

is actually quite malleable.

Yeah, we see it in little kids.

We watch little kids

change their relationship to the world.

And then we have a kind of fallacy

in our minds that we reach some age,

and that thing shuts down

and something else happens.

And yet we all know people who have

sense of wisdom or gravitas,

something that

they've clearly grown into over time.

And

so the question is,

how do we amplify and support

that kind of growth?

Basically, all ancient

traditions

have this idea of this growth

toward wisdom.

And generally the growth

looks like from dependence

through

independence to

interdependence in some way.

And the science of adult development

kind of lays out,

how do we walk that path,

and how can organizations help

people walk that path.

And we know a lot about it.

It's just

how do we begin to care enough

to actually put it in place?

Do you think leaders are born or made?

I believe leadership grows. Beautiful!

And how do you find new leadership

like we have this whole move

now where AI is coming in,

there’s concerns and there’s threat.

But we also have this new wave.

And I'll come back to AI in a bit.

But we have

this new wave of young people

that have different

bars on what's important.

How do you find out versus us,

I'm the old guard, as a leader,

but I'm actually now starting

to work with my eldest daughter.

She's 25,

studied

psychology, and different ways.

How do you feel about this

new wave of younger people and

the opportunity it brings?

I'm so excited about it.

And I'm so excited

because these people are

natives to a world that's in trouble.

They were born in a world

that's in trouble.

So were we,

but

our eyes were closed for a lot longer.

Their eyes

have always been open.

And

I think they're really on

to something extraordinary about

how do we work together,

how do we prioritize what matters?

How do we give up the sort of

substitution

of stuff and status

for meaning?

How do we

just not do that

and have meaning instead

and not do

the very costly, interpersonally costly,

environmentally costly, substitution

that our generation has been drawn to?

And

their understanding of technology

is going to be totally different.

They're born

with an iPhone in their hands.

That's right. And how do you think this

works hand in hand with the threats

and the challenges

and the opportunities of AI?

Well, I certainly hope that we are kind

of evolving our capacities

at a quick enough pace

to also be evolving right

alongside our challenges.

This is the thing,

Evolution itself has

helped us create societies,

helped us

have these very fine-tuned nervous systems

to be able to pick up on

things, helped us have language and culture.

Our evolution is now way too slow.

Eventually,

if we let it run another million years,

we would have these like

very sophisticated

nervous systems

that would be able to handle

all the complexity of today.

But we're not going to be here

in a million years

unless we amplify this evolutionary path

for ourselves. But humans,

we can do that.

That's we.

We are able to take the path

that evolution has laid for us,

and then

create our own evolutionary path

that we power, and

we have to do that.

We actually don't have a choice

about that in this moment.

We have to learn to work together better.

We have to be able to take better,

bigger, more inclusive perspectives.

We have to.

And you've just finished

the second edition of your book.

Having that time to think about it

and reflect,

what are you excited about

and what are you scared of?

Yeah, it was really interesting

going back. So, this is my first book.

It's called “Changing on the Job.”

It's the first book I ever wrote,

and it's about this sort of human

evolutionary path.

And

I was a little bit dismayed to see that

15 years ago,

I was

writing about

all of the things that face us now,

like we knew.

We knew that it was

right about the climate crisis

and about polarization

and about all these sorts of things.

So we knew, and

it's really exciting to me

that organizations are starting

to get

much more invested in these questions,

much more interested in

not just teaching leaders to

find their own true north and follow it,

but actually helping leaders transform

in order

to create human cultures in organizations

that bring out

not just the smarts of people,

but the fullness of our humanity.

Computers can do smarts.

And smarts are still important, but

I think they are not ever again

going to be the most important thing.

That connection to our humanity

as we started out this conversation,

it just seems like

it could be such a great opportunity.

It's a choice.

That's exactly right.

It's everything we have.

So, what are you looking forward to?

I think this is the best

time to be alive

that has ever been.

It's scary.

We are standing at a precipice.

But we have so much capacity,

and we have so much capability as humans.

We have so many tools.

We know so much.

And we have

just

unprecedented possibilities.

And so I love being alive right now.

And I

am deeply hopeful

that we're going to be able

to work it out.

Well, thank you for your work

because you're helping

so many people

reimagine themselves and feel that

confidence and belief of where

the future's going.

I'm certainly

hoping to and

that's what I get up every day

to try and do.

Well, you are certainly doing it.

And I love your work,

and it's an honor meeting you.

Thank you.

And enjoy the rest of the conference.

Thank you, I will. I'm excited.

Jennifer, thank you so much.

And look forward to keeping in touch.

Fantastic.