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Leveraging our expertise and innovative approach, we have helped organisations with people and process interventions to enable them to make significant advancements and transformations within the industry.
In traditional oil, we have assisted global organisations in optimising their operations through a Global People Development Programme and arranging and hosting bi-annual Global Strategy Events for 30 senior officers in Switzerland.
As the world transitions towards sustainable energy sources, Masters in Minds has supported our clients by helping them develop their people to move from old technology to newer ... Read More
We have supported our clients in emerging technologies such as air-source heat pumps and hydrogen as alternative energy sources. Through comprehensive training programmes and strategic consulting, we have helped organisations navigate the complexities of integrating these technologies into their sales teams and operations, ensuring seamless transitions and optimal performance. By combining our expertise with a commitment to sustainability and excellence, we continue to support organisations in achieving their goals and shaping the future of energy.
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Conscious Leadership
November 14, 2024
Leadership 3.0 is not just a new leadership model—it’s a conscious approach that responds to the challenges of today’s world by cultivating self-awareness, empathy, inclusivity, and strategic foresight. Leaders who embrace these principles are not only better equipped to navigate complexity but also to inspire and empower their teams in ways that traditional models often overlook.
By mastering the qualities of a self-aware, inclusive, mindful, collaborative, strategic, responsive, empathetic, and forward-thinking leader, one can truly embody the spirit of Leadership 3.0—leading with intention, authenticity, and a focus on long-term impact.
Leadership 3.0 isn't just about leadership today; it’s about shaping the future, one decision at a time.
Today, leadership is undergoing a transformation. Gone are the days when being a leader simply meant managing tasks or delegating responsibilities. The modern leader must possess an acute awareness of themselves and those around them, ensuring their actions are both purposeful and adaptive. Leadership 3.0 embraces this evolution, positioning itself as a model that fosters conscious leadership—where self-awareness, empathy, inclusion, and strategic insight sit at the core of effective leadership.
At the heart of Leadership 3.0 lies a series of essential qualities and competencies, each contributing to the creation of a well-rounded, forward-thinking leader. These qualities are encapsulated in the following modules:
Let’s take a closer look at each, exploring how they shape the leaders of tomorrow.
Self-awareness is the bedrock of Leadership 3.0. A leader who is fully in tune with their emotions, motivations, strengths, and weaknesses is better equipped to make decisions aligned with their core values. In essence, this awareness ensures that actions are intentional, and not driven by reactive impulses or unexamined biases.
A self-aware leader is reflective, always seeking to understand how their behaviours impact others. This introspective approach allows them to manage their responses effectively, creating an environment where integrity is palpable and trust is naturally cultivated.
Moreover, self-awareness opens the door to growth. Leadership is, after all, a journey, not a destination. The self-aware leader is unafraid of feedback, recognising its value in personal and professional development. This ability to reflect and evolve creates a culture of learning within their teams, where adaptability becomes second nature.
An inclusive leader understands that diversity is not just a buzzword but a powerful asset. In the framework of Leadership 3.0, inclusion is about more than just representation—it’s about fostering a culture where every voice, regardless of background or experience, is genuinely valued.
The inclusive leader is acutely aware of both conscious and unconscious biases and takes proactive steps to ensure they do not influence decision-making. This leader actively seeks out diverse perspectives, knowing that these differing viewpoints are key to fostering innovation and improving problem-solving.
However, inclusion doesn’t stop at acknowledging differences. The inclusive leader ensures that all team members feel a sense of belonging. This means creating opportunities for participation, ensuring that everyone has a seat at the table and is empowered to contribute. By fostering this environment, leaders build teams that are not only more innovative but more engaged and committed.
Mindfulness is more than a trendy concept; for leaders, it’s a critical tool. A mindful leader is fully present, aware of their thoughts, emotions, and surroundings, which enhances their ability to respond rather than react. Leadership 3.0 places a premium on mindfulness because it fosters clarity, composure, and focus—qualities essential for leading in a fast-paced, ever-changing world.
Mindful leaders listen with intent, paying full attention to the needs of their teams. This practice builds trust and ensures that decisions are made based on a deep understanding of the situation, rather than superficial assumptions or rushed judgments.
In times of stress or complexity, the mindful leader’s ability to pause, reflect, and then respond with intention is a defining quality. It’s this approach that helps them navigate challenges with a calm focus, making them both resilient and reliable in the eyes of their team.
Leadership 3.0 recognises that in today's interconnected world, collaboration is not just a nice-to-have, but an essential. The collaborative leader understands that the collective intelligence of a team far exceeds the insights of any one individual.
A collaborative leader builds trust across teams by promoting openness, fostering dialogue, and breaking down silos that limit cross-functional interaction. They act as facilitators rather than directive managers, guiding conversations that ensure everyone’s perspective is heard.
Collaboration is about more than just working together—it’s about creating synergy. Leaders in this mould understand the importance of trust, respect, and communication. They know that by creating the right conditions, teams can produce innovative solutions that push the boundaries of what's possible.
A strategic leader in the Leadership 3.0 framework combines visionary thinking with practical execution. These leaders are adept at looking beyond the immediate and considering how decisions made today will shape the organisation’s future.
But strategic leadership isn’t just about big-picture thinking. It’s also about being grounded in the present and making practical choices that guide the team towards long-term objectives. Strategic leaders are always assessing the external environment—whether it’s market trends, shifts in technology, or competitor behaviour—ensuring that they are not only reacting to the present but anticipating the future.
Leadership 3.0 encourages leaders to be forward-looking, but with a flexible mindset. Plans change, and a strategic leader is comfortable with pivoting when necessary, ensuring that the overall mission remains intact, even as circumstances evolve.
Agility is the name of the game for the responsive leader. In Leadership 3.0, responsiveness is about being able to quickly and effectively adapt to changing circumstances while maintaining focus on the organisation's core mission.
A responsive leader doesn’t merely react to challenges; they anticipate them. Whether it’s responding to market shifts, addressing emerging needs within the team, or seizing an unexpected opportunity, this leader is always prepared to act swiftly without losing sight of long-term objectives.
Being responsive also means being attuned to the needs of those around you. These leaders excel at recognising when immediate action is required and when a more measured approach will yield better results. Their agility allows them to navigate uncertainty with confidence, ensuring the team remains focused, motivated, and capable of meeting new challenges head-on.
Empathy may be one of the most undervalued qualities in leadership, but in Leadership 3.0, it’s indispensable. An empathetic leader can step into the shoes of their team, understanding their challenges, frustrations, and motivations. Empathy doesn’t just foster connection—it builds trust and loyalty.
An empathetic leader listens, not to respond, but to understand. This deep understanding shapes their interactions and decisions, ensuring that they consider not only what is best for the organisation but also what is best for their people. When employees feel understood and supported, their commitment to the organisation and its goals naturally increases.
Empathy also allows leaders to navigate difficult conversations with sensitivity, resolve conflicts with care, and lead with compassion. It humanises the workplace, creating an environment where individuals feel valued not just for their contributions but for who they are.
Today, innovation is essential to staying relevant and ahead of the curve. The Innovative Leader within the Leadership 3.0 framework is driven by a relentless curiosity and the courage to push boundaries. These leaders actively foster a culture where creativity thrives, encouraging their teams to explore new ideas, take calculated risks, and learn from experimentation. They understand that innovation isn't just about technology or new products—it's about finding novel ways to solve problems, improve processes, and add value in unexpected ways. With a forward-looking mindset, innovative leaders inspire their teams to reimagine what's possible, setting the stage for transformative breakthroughs that drive sustained growth and keep the organisation agile in an ever-evolving marketplace.
In the fast-paced, technology-driven world we inhabit, being forward-thinking is crucial. The forward-thinking leader isn’t content with maintaining the status quo; they are constantly looking ahead, anticipating future challenges and seizing opportunities for innovation.
This leader encourages their team to think creatively, pushing boundaries and exploring new ideas. In Leadership 3.0, the forward-thinking leader is willing to take calculated risks, recognising that the greatest innovations often arise from the boldest ideas. But being forward-thinking is not just about innovation for its own sake. These leaders understand that the future of the organisation is shaped by every decision made today, and they are committed to creating sustainable growth.
By fostering a culture of experimentation and continuous improvement, the forward-thinking leader ensures that their organisation remains not only relevant but ahead of the curve in a rapidly evolving world.
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Author
Julie McCann
CEO and Founder of Masters in Minds.
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Culture
April 29, 2024
The global survey of more than 11,000 business and HR leaders across 124 countries, reveals 10 areas for businesses to focus on to better organise, manage, develop, and align people at work. (Deloitte)
The symphonic c-suite.
People data.
From careers to experiences.
Well-being.
Hyper-connected workplace.
New rewards.
Citizenship and social-impact.
AI, robotics, and automation.
The longevity dividend.
The workforce ecosystem.
“82% of leaders say they believe that ‘culture’ is a competitive advantage, yet fewer than 1 in 3 executives say they understand their own organisational culture”.
Leadership models are changing, as organisations dismantle the classic management pyramid, we are now in the dawning of the ‘symphonic c-suite’. ‘Teams leading Teams’. End of the Silo. Technology and business disruption are fuelling the demand for a “new organisation”. Social enterprise. Catering to the employee experience is a top priority for business and HR leaders. Experience and well-being v career.
So: leadership, organisation design and capability, technology, and how people ‘feel’ are important. What else do we know? What is the ‘culture’ stuff? Before the 2018, 2016 research – the 2015 report gave us a good insight:
‘Organisations that create a culture defined by meaningful work, deep employee engagement, job and organisational fit, and strong leadership are outperforming their peers and will likely beat their competition in attracting top talent’.
Here’s a thought for you: We need to get real…culture is the way we do things around here. Get a handle on your baseline.
Culture is tangible and measurable. It is not just something that is printed on a card and distributed to staff, turned into posters, molded into a coaster, branded into a coffee mug, or used to decorate the front of a t-shirt…yes, that’s been tried…as has singing the company song. This is all good stuff for the suppliers who make this stuff, and maybe even for the local choirmaster, and it’ll keep a few souls busy in the marketing and people department (departments are no longer required. Remember, teams leading teams)…none of the above creates the culture. Why not?
Culture is how we think and do things around here – a behavioural expression of the things we value, a procedural expression, a structural expression…a leadership expression. You can’t lie about it…because actions speak louder than words. The more senior you are, the more your own actions and decisions are scrutinised and measured against what you say you’re about.
Your organisational culture, whether you like it or not, understand it or not, will reflect you.
Culture is an outcome.
PS : Culture is not soft.
The Evidence, the excellent report from Engage for Success, states that companies with engagement scores in the top quartile have twice the net profit of those in the bottom quartile. This stat is being quoted but is it being acted upon across a wide enough community of organisations?
Culture is a living thing, being shaped all the time, whether actively or passively – consciously or unconsciously.
Repeat – Culture is an outcome.
Multi-Generations
April 29, 2024
Cynical with an addiction to technology and a habit of multi-tasking…welcome to Generation Z.
For most companies, the idea of having to adapt their managing styles and environment to prepare for the ever-growing influx of Generation Z employees is a daunting idea considering most have just gotten used to the Millennials.
The generation before brought more relaxed company structures, an ambition to quickly progress in their career, a sense of idealism, and a willingness to move on from an organisation if it isn’t working for them. Through this, innovative companies such as Google were formed which completely broke out of the norm of a company environment increasing the satisfaction of employees and productivity considerably.
So the question on everyone’s mind is…What will the next generation bring?
Generation Z is anyone from the age of seven to twenty-one, meaning that the older half of this generation (myself included) are just starting to enter the business world. Currently, in the United States, just over 25% of the workforce is made up of people from this generation and that’s estimated to reach a third in just three years time (2020). Research has found a number of qualities prevalent in the majority of Generation Z from things like their ‘addictions’ to technology to their increased importance being placed on privacy.
Notes
The stereotype of this generation constantly being on some sort of technological device is closer to the truth than most would like to admit with many teens placing it in the same category as air and water importance-wise.
At first, this seems ridiculous however this could be turned into a huge economical advantage for businesses across the world. In 2015, the CMO Survey asked marketers how they show the impact of social media on their business; only 15% cited they have been able to prove the impact quantitatively proving that most companies are missing the mark when it comes to technology.
Surely managers should be using the wave of the Gen Zs?
I am suggesting that instead of criticising the amount of time this generation spends on their devices surely we should be directing it in a more productive manner.
Business is not the only place in which technology, in particular social media, is becoming increasingly important. Look at political events such as the American presidential election; love him or hate him Donald Trump’s tweets were the talk of the majority of news outlets throughout the election. Not only that but we saw people from across the world engaging in debates on Facebook, Twitter, Instagram, and even Snapchat. If this doesn’t convince you of the power of social media surely the fact that 11,000 votes were cast for effectively a viral meme, Harambe (RIP), in the actual election.
Multi-tasking is another key area that companies are not taking enough advantage in this generation. The famous saying that multi-tasking is actually multi-failing is definitely a thing of the past, the ability to complete different tasks effectively is something that could massively increase the productivity of businesses and public sector organisations.
Given the current productivity levels in the US and UK and the negative impact on GDP it’s worth considering.
Communication
April 26, 2024
What a rollercoaster of a year for internal communications. Unfortunately, there is no ‘how-to guide’ to navigate the challenges COVID-19 has thrown at businesses and their people. Consequently, operating in a pandemic has meant living alongside ongoing uncertainty. As a result, we look to leadership to make decisions, communicate them effectively and provide reassurance. From Government briefings to Team calls and Family quizzes, the need to feel safe and belong has never been clearer. And now our business leaders have a key part to play in the psyche of the UK workforce.
Exceptional leaders know that going through hard times make people stronger. They encourage and support those people to push on. By recognising their role and responsibilities beyond business, they turned to their values to drive authentic communication and build trust.
For Business Leaders, being forced to make fast and impactful choices based on limited information has been extremely stressful. As a result, leadership was tasked with landing the three key business priorities:
The communication axis will shift again as we move into recovery. Financial insecurity, instilling resilience, sharing reasons to be optimistic, and hope will all play their part to build momentum. Importantly, authenticity will be key to unlocking the levels or engagement required to kick start 2021.
Because it's far easier to be yourself than it is to be the person you think others want to see!
Of course, there are many benefits to being authentic. First and foremost, research has shown that authentic leaders are more trusted and believable. As a result, that trust builds up the leader’s credibility and breeds confidence in their capability and intentions – this, in turn, motivates greater engagement. The Institute of Internal Communication (IOIC) found that 76% of respondents reported that the pandemic has positively impacted trust in leaders.
Internal communications have changed rapidly.
Six things to consider
Three Golden Rules
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