Presidents Summit

Provocative and effective new messages

Yesterday, I attended the Presidents Summit in Copenhagen where many industry leading experts shared their knowledge on leadership, organisational change, and growth. Here are some of the most actionable insights from the speakers:

· Rasmus Bagger – “What we do, we will master the most!”

·  Dan Ariely – “What are the downsides of measuring without thinking?”

·  George Mumford – “The keys to unlocking personal greatness are self-reflection, response control amidst adversity, and fostering a conductive success mindset.”

·  Jen Sincero – “Why do we need data, facts, and proof before we trust our intuition?”

· Jay Abraham – “Risk vs. Yield: Look at your business differently as overlooked opportunities can be found from outside your industry. How will you mine, monetise, and maximise them?”

· Leslie K. John – “Interpersonal trust is declining, and loneliness is a chronic problem. What am I not sharing what I could be sharing?

·  Stephen M. R. Covey – “We are moving away from the old leadership methods of command and control into a new era where leaders will trust and inspire to drive peak performance.”

It was great to see leaders and managers being challenged to look in the mirror when something isn’t going to plan in their organisation’s.

“The bottleneck is always at the top of the bottle.”
— Peter Drucker

Listen to the minority voice

I attended the Presidents Summit in Copenhagen on Monday, and I have now had time to reflect on how fortunate I was to be invited to this wonderful event. I was grateful for both the auditory and visual inputs from Linda Hill (Professor and Faculty Leader at Harvard Business School), Itay Talgam (Conductor and Leadership expert), Henrik Andersen (CEO, Vestas), Robert Waldinger (Professor at Harvard Medical School), Ashley Whilans (Professor at Harvard Business School), Daniel Pink (Author and Human Behaviour expert), Neil Strauss (Author) and Antonio Nieto-Rodriguez (Project Management expert). It's our nature as human beings to only remember 20% of what we hear and only 30% of what we see, however we remember 50% of what we both see and hear.

 

Linda Hill left us with some exciting questions:
1.    How much time do you spend on ”coulds” and ”shoulds”?
2.    How do you encourage diversity of thought?
3.    How do you get people to view reasonable missteps and intelligent failures as learning opportunities?
4.    How do you ensure that people don’t compromise to quickly – as opposed to working through differences – when making decisions?
5.    Are you developing talent to be value creators and game changers
6.    Is your team collaborative ready?