What it takes to be a great leader | Roselinde Torres | TED

Summary

The speaker challenges traditional leadership models, highlighting a study revealing 58% of companies struggle to develop leaders for critical roles despite training efforts. With 25 years of experience, the speaker identifies leadership gaps and explores effective practices globally. The essence of 21st-century leadership is distilled into three key questions focusing on foresight, diverse networks, and the courage to innovate, emphasizing the need for leaders to anticipate change, connect with diverse perspectives, and embrace bold, transformative actions.

Takeaways

• 🦸 Traditional leadership models and development programs are outdated and often fail to produce effective 21st-century leaders.
• 📊 A study of 4,000 companies revealed that 58% had significant talent gaps in critical leadership roles, despite leadership development efforts.
• 🤔 The speaker's 25 years of experience in leadership observation and advising CEOs revealed a concerning trend in leadership preparation.
• 🌐 The 21st-century world is characterized by globalization, digitalization, transparency, and rapid information flow, requiring a new approach to leadership.
• 🔮 Great leaders are proactive, looking ahead to anticipate changes and shape the future rather than just reacting to it.
• 📅 Leaders should be aware of where they are looking for insights and who they are spending time with to understand potential discontinuities in their business model or life.
• 🌈 The diversity of a leader's network is crucial for pattern identification and problem-solving, as different perspectives foster innovation.
• 💪 Courage is essential for leaders to abandon past successful practices that may no longer be effective and to embrace new, potentially risky ideas.
• 🤝 Building relationships with people who are very different is a key capability of great leaders, as it leads to a more robust and diverse network.
• 🛑 Emotional stamina is vital for leaders to withstand criticism and maintain conviction in their new ideas, especially when they challenge the status quo.
• 🚀 Answering the three key questions about anticipating change, network diversity, and abandoning past practices will determine a leader's effectiveness in the 21st century.

Q & A

What is the outdated image of a leader that the speaker mentions?

The speaker mentions an outdated image of a leader as an all-knowing superhero who stands and commands, and protects his followers, which is a concept from another time.

What did the study of 4,000 companies reveal about leadership development programs?

The study revealed that 58% of the companies cited significant talent gaps for critical leadership roles, indicating that despite corporate training programs, more than half the companies had failed to grow enough great leaders.

What is the speaker's professional background regarding leadership?

The speaker has spent 25 years observing what makes great leaders, having worked inside Fortune 500 companies, advised over 200 CEOs, and cultivated numerous leadership pipelines.

Why did the speaker leave their job to study leadership preparation full time?

The speaker was consumed by questions about why leadership gaps were widening and what great leaders were doing differently, and was frustrated by recurring stories of leadership failures, which led them to leave their job to study this full time.

What did the speaker learn from traveling to South Africa about leadership?

In South Africa, the speaker learned about Nelson Mandela's ability to anticipate and navigate his political, social, and economic context, which was ahead of his time.

How do great leaders differ in their approach to change according to the speaker?

Great leaders are not head-down; they see around corners, shaping their future and not just reacting to it. They anticipate changes to their business model or life and make decisions to prepare for them.

What is the importance of a diverse personal and professional stakeholder network for a leader?

A diverse network is crucial as it serves as a source of pattern identification at greater levels and provides solutions, as it includes people who think differently and can offer unique perspectives.

Why is it important for leaders to abandon practices that made them successful in the past?

It is important because sticking to familiar and comfortable practices can hinder growth and innovation. Great leaders dare to be different, take risks, and build emotional stamina to withstand criticism of their new ideas.

What are the three defining questions for leadership in the 21st century according to the speaker?

The three defining questions are: 1) Where are you looking to anticipate the next change? 2) What is the diversity measure of your personal and professional stakeholder network? 3) Are you courageous enough to abandon a past successful practice?

How can leaders ensure they are prepared for the realities of today and possibilities of tomorrow?

Leaders can ensure preparedness by focusing on the three defining questions, which help them to anticipate changes, build diverse networks, and take courageous steps away from past practices.

What does the speaker suggest is the key to impactful development for leaders?

The speaker suggests that impactful development comes from building emotional stamina to withstand criticism and taking courageous leaps in ideas and practices, rather than just incremental steps.

Outlines

00:00

🌟 The Changing Face of Leadership

This paragraph discusses the outdated concept of the all-knowing leader and the ineffectiveness of traditional leadership development programs in today's rapidly changing world. The speaker highlights a study revealing that 58% of companies face talent gaps in critical leadership roles, despite extensive training. The speaker's 25 years of experience in observing and advising leaders is mentioned, along with the observation of recurring failures in leadership preparation. The paragraph ends with questions about the widening leadership gaps and what sets successful leaders apart, leading into a personal journey of the speaker to understand effective leadership practices globally.

05:03

🔍 The Three Pillars of 21st Century Leadership

The second paragraph outlines the three key questions that define 21st-century leadership. The first question addresses the need for leaders to anticipate changes and have a proactive vision, which is achieved by being aware of trends and making informed decisions. The second question emphasizes the importance of a diverse network of stakeholders, which provides a broader perspective and innovative solutions. The third question challenges leaders to abandon past successful practices that may no longer be relevant. The speaker argues that answering these questions is more critical for leadership effectiveness than traditional programs. The paragraph concludes by recognizing the qualities of great leaders who prepare for the uncertainties of today and tomorrow.

Keywords

💡Leadership

Leadership refers to the process of influencing others to work towards a common goal. In the context of the video, it highlights the changing nature of what constitutes effective leadership in the 21st century, emphasizing the need for leaders to adapt to a global, digitally enabled, and transparent world. The script mentions that traditional leadership models are outdated and that companies are failing to develop leaders who can navigate the complexities of the modern business environment.

💡Talent Gaps

Talent gaps are the differences between the skills and abilities that organizations need and those that are currently available within their workforce. The script points out that despite significant investments in leadership development, 58% of companies still face talent gaps for critical leadership roles, indicating a failure in current leadership training programs to prepare individuals for the demands of modern leadership positions.

💡21st-Century Leader

A 21st-century leader is someone who is equipped to handle the unique challenges and opportunities of the modern world, including globalization, technological advancements, and increased transparency. The video emphasizes that such leaders are not just those who command and protect but are also those who anticipate change, build diverse networks, and are willing to abandon past practices for innovation.

💡Globalization

Globalization is the process of increased interconnectedness and interdependence among countries, which has significant implications for business and leadership. The script suggests that great leaders in the 21st century must be able to anticipate changes in a globalized world and adapt their strategies accordingly, which is a departure from the more localized focus of leadership in the past.

💡Digitally Enabled

Being digitally enabled refers to the use of digital technology to facilitate and enhance various processes. In the video, it is mentioned as a characteristic of the modern world that leaders must navigate. Leaders need to understand and leverage digital tools and platforms to communicate, innovate, and stay ahead in a rapidly changing business landscape.

💡Transparency

Transparency in a leadership context refers to the openness and clarity with which information is shared and decisions are made. The script implies that leaders today must operate in an environment where stakeholders expect and demand transparency, which can influence how they build trust and credibility.

💡Innovation

Innovation is the process of translating an idea or invention into a good or service that creates value or for which customers will pay. The video suggests that leaders must foster a culture of innovation, being willing to take risks and abandon past successful practices to adapt to new challenges and opportunities.

💡Diversity

Diversity, in the context of the script, refers to the range of differences among people, including but not limited to biological, physical, functional, political, cultural, and socioeconomic differences. The video argues that great leaders have diverse networks that provide a broader range of perspectives and ideas, which is crucial for identifying patterns and solving complex problems.

💡Stakeholder Network

A stakeholder network consists of all parties that have an interest or stake in an organization's actions and outcomes. The script emphasizes the importance of a leader's ability to develop relationships with a diverse range of stakeholders who can contribute to the organization's goals and help navigate the complexities of the modern business environment.

💡Courage

Courage, in the context of leadership, is the willingness to take risks and make difficult decisions, even in the face of opposition or uncertainty. The video highlights that great leaders must have the courage to abandon past practices and embrace new ideas, which requires building emotional stamina to withstand criticism and resistance.

💡Complex Matrix

A complex matrix refers to a situation or structure with many interconnected elements or variables. The script mentions that nothing big gets done today without navigating such complex matrices, indicating that modern leaders must be adept at understanding and managing intricate systems and relationships to achieve their goals.

Highlights

The traditional image of an all-knowing leader is outdated.

Leadership development programs are not keeping up with the modern world.

58% of companies reported significant talent gaps in leadership roles.

The need for 21st-century leadership preparation is not being met by current corporate training.

25 years of professional experience observing great leaders.

A disturbing trend in leadership preparation was observed.

Leadership gaps are widening despite increased investment.

Great leaders are doing something distinctly different to thrive.

A year-long journey to understand effective leadership practices.

Insights from Nelson Mandela on anticipating and navigating change.

Nonprofit leaders making an impact with limited resources.

Leadership is defined by three key questions in the 21st century.

Great leaders anticipate change and shape the future.

Diversity in networks is crucial for identifying patterns and solutions.

Courage to abandon past successful practices is essential for leadership.

Emotional stamina is vital for enduring criticism of new ideas.

21st-century leaders prepare for today's realities and tomorrow's possibilities.

Transcripts

What makes a great leader today?

Many of us carry this image

of this all-knowing superhero

who stands and commands

and protects his followers.

But that's kind of an image from another time,

and what's also outdated

are the leadership development programs

that are based on success models

for a world that was, not a world that is

or that is coming.

We conducted a study of 4,000 companies,

and we asked them, let's see the effectiveness

of your leadership development programs.

Fifty-eight percent of the companies

cited significant talent gaps

for critical leadership roles.

That means that despite corporate training programs,

off-sites, assessments, coaching, all of these things,

more than half the companies

had failed to grow enough great leaders.

You may be asking yourself,

is my company helping me to prepare

to be a great 21st-century leader?

The odds are, probably not.

Now, I've spent 25 years of my professional life

observing what makes great leaders.

I've worked inside Fortune 500 companies,

I've advised over 200 CEOs,

and I've cultivated more leadership pipelines

than you can imagine.

But a few years ago, I noticed a disturbing trend

in leadership preparation.

I noticed that, despite all the efforts,

there were familiar stories that kept resurfacing

about individuals.

One story was about Chris,

a high-potential, superstar leader

who moves to a new unit and fails,

destroying unrecoverable value.

And then there were stories like Sidney, the CEO,

who was so frustrated

because her company is cited

as a best company for leaders,

but only one of the top 50 leaders is equipped

to lead their crucial initiatives.

And then there were stories

like the senior leadership team

of a once-thriving business

that's surprised by a market shift,

finds itself having to force the company

to reduce its size in half

or go out of business.

Now, these recurring stories

cause me to ask two questions.

Why are the leadership gaps widening

when there's so much more investment

in leadership development?

And what are the great leaders doing

distinctly different to thrive and grow?

One of the things that I did,

I was so consumed by these questions

and also frustrated by those stories,

that I left my job

so that I could study this full time,

and I took a year to travel

to different parts of the world

to learn about effective and ineffective

leadership practices in companies,

countries and nonprofit organizations.

And so I did things like travel to South Africa,

where I had an opportunity to understand

how Nelson Mandela was ahead of his time

in anticipating and navigating

his political, social and economic context.

I also met a number of nonprofit leaders

who, despite very limited financial resources,

were making a huge impact in the world,

often bringing together seeming adversaries.

And I spent countless hours in presidential libraries

trying to understand how the environment

had shaped the leaders,

the moves that they made,

and then the impact of those moves

beyond their tenure.

And then, when I returned to work full time,

in this role, I joined with wonderful colleagues

who were also interested in these questions.

Now, from all this, I distilled

the characteristics of leaders who are thriving

and what they do differently,

and then I also distilled

the preparation practices that enable people

to grow to their potential.

I want to share some of those with you now.

("What makes a great leader in the 21st century?")

In a 21st-century world, which is more global,

digitally enabled and transparent,

with faster speeds of information flow and innovation,

and where nothing big gets done

without some kind of a complex matrix,

relying on traditional development practices

will stunt your growth as a leader.

In fact, traditional assessments

like narrow 360 surveys or outdated performance criteria

will give you false positives,

lulling you into thinking that you are more prepared

than you really are.

Leadership in the 21st century is defined

and evidenced by three questions.

Where are you looking

to anticipate the next change

to your business model or your life?

The answer to this question is on your calendar.

Who are you spending time with? On what topics?

Where are you traveling? What are you reading?

And then how are you distilling this

into understanding potential discontinuities,

and then making a decision to do something

right now so that you're prepared and ready?

There's a leadership team that does a practice

where they bring together each member

collecting, here are trends that impact me,

here are trends that impact another team member,

and they share these,

and then make decisions, to course-correct a strategy

or to anticipate a new move.

Great leaders are not head-down.

They see around corners,

shaping their future, not just reacting to it.

The second question is,

what is the diversity measure

of your personal and professional stakeholder network?

You know, we hear often about good ol' boy networks

and they're certainly alive and well in many institutions.

But to some extent, we all have a network

of people that we're comfortable with.

So this question is about your capacity

to develop relationships with people

that are very different than you.

And those differences can be biological,

physical, functional, political, cultural, socioeconomic.

And yet, despite all these differences,

they connect with you

and they trust you enough

to cooperate with you

in achieving a shared goal.

Great leaders understand

that having a more diverse network

is a source of pattern identification

at greater levels and also of solutions,

because you have people that are thinking

differently than you are.

Third question: are you courageous enough

to abandon a practice that has made you successful in the past?

There's an expression: Go along to get along.

But if you follow this advice,

chances are as a leader,

you're going to keep doing what's familiar and comfortable.

Great leaders dare to be different.

They don't just talk about risk-taking,

they actually do it.

And one of the leaders shared with me the fact that

the most impactful development comes

when you are able to build the emotional stamina

to withstand people telling you that your new idea

is naïve or reckless or just plain stupid.

Now interestingly, the people who will join you

are not your usual suspects in your network.

They're often people that think differently

and therefore are willing to join you

in taking a courageous leap.

And it's a leap, not a step.

More than traditional leadership programs,

answering these three questions

will determine your effectiveness

as a 21st-century leader.

So what makes a great leader in the 21st century?

I've met many, and they stand out.

They are women and men

who are preparing themselves

not for the comfortable predictability of yesterday

but also for the realities of today

and all of those unknown possibilities of tomorrow.

Thank you.

(Applause)