What can leaders practically do today to be ready for the future? On how to navigate the polycrisis, ride the next wave of digitalisation, embrace new ways of working, increase trust and take care of the planet and themselves?
What are the practical implications of the future of work? How much flexible / WFH / remote / hybrid / metaverse work are we going to do? And how to attract the next generation of workers: what does the talent of the future want? How to attract and keep them?
How will people respond to (future) technologies? How can leaders get themselves and their people to rationally ánd emotionally embrace new technology? And what is the perfect balance between the virtual and the physical?
It is time to envision how human behaviour will change the coming years now that society is hit by a so-called 'polycrisis': where several crises in a row (Covid, Ukraine, inflation, recession etc. + the long-term climate crisis) shake up society and rattle our mental wellbeing. How does this affect our behaviour? Decision-making? And leadership?
Gen Z is making quite an impact! How do they differ from older generations? And how to create a thriving collaborative multi-generational work place? We practice what we preach: this topic is often presented in duo-presentation format with two Gen Z'ers or a Gen Z'er with a Gen X'er.
The 2010's were mostly about raising awareness. Topic #1: the climate crisis (but also BLM, the #metoo movement and Piketty's inequality). The 2020's are all about Action with a capital A! So what can organisations practically DO right now - without being cancelled? How should leaders approach this topic? How can an organizational purpose be aligned with the personal purposes of its employees stakeholders and clients?
The topic of mental health is rapidly becoming as 'normal' as physical health. Employees are actively looking for mental health resources at work and see their manager as one of these resources. Any future proof leader should start working on a mental surplus today with a focus on empathy skills and emotional intelligence.
In a low trust / post-truth world with an abundance of choice and unlimited information, trust is slowly, but steadily moving away from the ‘formal and institutional’ towards the ‘personal and informal’. How does this influence (business) decision-making? And: how to become a high-trust leader that fosters a high-trust culture in a high-trust-organisation?
"Understanding human behaviour & societal change is the foundation of leadership and business strategy."‐Whetston