Future Proof
of stressful situations), intellectual Understand the
resilience (ensuring the organisation
context you are
is wise about the challenges it will face
in the future) and social resilience operating in
(ensuring the organisation has Gratton argues that having an outward
developed networks that will help focus will distinguish leaders of the
sustain it in the long term).
future, alongside a trans-national
“Leaders must find a way of creating nature, ability to speak multiple
work that’s not so exhausting,” she languages and deep cognitive skill.
says. “How can you help people to But in the wake of the global financial
innovate and be creative, providing crisis, where many organisations’
them with work
priorities are
that helps them to
internally focused
feel energised?”
and short-term
Tata Consultancy
driven, how can
Services is one
leaders make time
“To create a
example of an
to look beyond
organisation that
immediate
good future, it is
has developed
priorities?
crucial that
social resilience by
“ I t ’s r e a l l y
those who lead
connecting people
tough to be a
corporations
through technology,
leader as you’re
become
launching an
under so much
internal social
pressure
to
increasingly
media platform
make decisions,”
transparent
for more than
Gratton agrees.
about their
300,000 employees.
“But you have to
actions and
“[CEO] Natarajan
understand the
intentions and
Chandrasekaran
business model
wants everyone in
you operate in, as
see themselves
the organisation
well as yourself
as part of the
to be connected –
and your personal
wider world
for hierarchy to be
narrative. For so
they inhabit”
abandoned and for
long we’ve talked
ideas to flow,” she
about companies
explains. “The aim
as though they’re
is to reinvent work
hermetically
by embedding social
sealed, which of
behaviours – currently there are 3,000 course they’re not. Understanding the
communities of people learning from world makes a more valuable leader.”
each other.”
To do this effectively, Gratton
Beyond the organisation, Gratton advises considering questions such as:
acknowledges that working for a ‘How can I build knowledge?’ ‘How can
company that is deeply rooted in the I learn about myself?’ and ‘How can I
communities in which it operates is learn to make good decisions?’
increasingly important to talent.
One-to-one coaching and
“What are you doing to anchor yourself 360-degree feedback can help you
in the community and supply chain?” she remain reflective. “The world of work is
asks, citing the John Lewis Partnership about power and can be sycophantic,”
as an example of a corporation working she says, “so getting someone who can
hard to create social good while mirror back to you what you see can be
remaining economically successful, very valuable.”
through its partnership approach.
She also highlights the importance
“For John Lewis, it’s about of ‘crucible experiences’ in shaping
the community, not just the stores,” leaders’ perspectives. “When I talk
Gratton adds.
to leaders who are very values-
alexandermannsolutions.com
56
driven, they almost always tell me
about something that happened to
them in their life that made them
question their way of thinking. So
we shouldn’t shield high-potential
people from crucible experiences.”
She argues these experiences help
build authenticity and allow leaders to
develop a world view in terms of what
will be required in the future.
Navigating global
challenges
Calling herself a ‘humanistic
psychologist’, Gratton is known for
her organisational behaviour work,
and for the past 25 years her post as
Professor of Management Practice at
London Business School has led her to
focus on the future of work.
Much of her work on leadership
has been informed through her
role as chair of the World Economic
Forum’s leadership council, as well
as her ‘Future of Work’ research
consortium, which comprises more
than 50 member organisations – often
competitors – that share insights. She