What do these words describe? Sense-making, visioning, inventing, relating.
It’s the MIT Sloan 4 Capabilities Leadership Framework.
How many leadership development programmes have a mainframe like this, how many leaders in organisations are developing these critical – some might say ethereal – components of leadership? I can think of a few leadership pointers that are less complex to assess, and easier to enhance than say ‘sense-making’ or ‘visioning’.
The truth is, it takes a deep, long, and often hard look at yourself, driven by yourself, to be great at things like relating and sense-making and visioning. And this doesn’t happen in isolation.
Organisations, or collectives, that have these sorts of capabilities are no doubt better at creating wonderful experiences and products. They are tapped in, tuned in. Leaders create and curate the conditions where people who are wondrous at these things are also valued and supported, at more levels than just the top. It’s not an easy job, producing remarkable things. Command and control is not so far behind us. According to Peter Senge, leaders will probably excel in about two of these areas.
How much are our comfort levels are at play when we face developing these leadership skills? How does this impact the way they percolate through our organisations?
The results of a study by the Institute for the Future (IFTF) are great for pushing thinking boxes. They speak of skills like ‘cognitive load management’, ‘design mindset’ and ‘new media literacy’ in addition to sense-making and social intelligence, which could be said to map to the MIT framework. And they say everyone will need them. Take a look at their skills of the future list here, and their forces shaping the world (which is partly how they arrived at this list of skills). In 5 minutes, give yourself a score out of 10 for each skill. How do you measure up?
This is one view, there are many. I like this study because in place of predicting what jobs are needed, they looked at what skills we will need. These skills will be in short supply in 2020, says the IFTF. And we should all be thinking about our value proposition in the future workplace, and about crafting one that we will enjoy.
Perhaps we could plot an assimilation of these skills on the innovation curve. Early adopters will drive their own value into the future. They’ll be testing and refining, creating futures. It strikes me as a case of the disrupted and the disrupters. But that’s a whole other blog. What you’ll notice is that these skills will start to apply in just about every avenue of your life.
The future is not far away. Is it already here? Perhaps the future is starting today.
So here are the questions, the exciting ones. What does the future require of leadership? What seeds are we planting for the leadership we’ll provide and need in the future?
There is no longer a lone ranger, one hero. Superman is dead. That’s ok.