Guiding change: Ripple intelligence in leadership29 Mar 2016
With the rise of digital disruption, change is happening on a much faster scale than ever before. Technology and generational change are transforming how customers are engaging with companies, and thus how businesses are doing business.
Executives are seeking out leadership training courses in an effort to answer the million dollar question: What are the crucial capabilities that CEOs and business executives need in order to lead during times of change?
Could leadership training help managers reverse their thinking and learn new capabilities?
Ripple intelligence and change leadership
According to research from the University of Oxford and Heidrick and Struggles, to lead effectively during periods of upheaval and change, executives need to be able to predict the patterns and respond in a swift and decisive manner.
The report is based on interviews with over 150 CEOs from across the business world, and explores issues such as the changing nature of the role as well as how to develop leadership capabilities in a changing world.
The report argues that leaders need to develop ripple intelligence, or the ability to identify and map the orientation of trends in order to properly plan for the future. As executives are promoted based on their abilities and past experiences governing smaller and more concrete processes, they tend to rely on these when change occurs.
However, in the fast changing business world, these skills not as effective when engaging with highly sophisticated and multi-tiered problems. Ripple intelligence allows executives the ability to anticipate how, when and why different processes may interact in a variety of contexts, and the effects on the operation of the business.
Much like emotional intelligence, this form of intellect is not an innate ability – although some people are more inclined to think along these lines – but rather a capability that can be trained.
Continual development in a changing world
The role of CEO is changing. For one, it is becoming more complex as stakeholders are vocalising their grievances and needs in greater volume. Declining rates of occupancy and lower levels of public trust are indicative of a gap between CEOs and public expectation.
One of the most interesting aspects of the research was in relation to a CEO’s preparedness and their skillset. In particular, they describe gaps that could have a negative effect on their leadership ability and the need to continue developing their capabilities.
In a changing world, a person should make training and development a constant. By filling in your skillset and knowledge, a leader can continue to develop their potential.
To lead in this time of change requires new thinking and new strategies, as relying on previous experience does not offer the same advantages it once did.
Instead, managers need to learn the abilities that will help them overcome future and present problems. From communications to conflict management skills, a quality course provider can help you reach your goals.