The Chief Executive of the Royal Meteorological Society explains how she has to navigate often vicious comments and online trolling in order to get her positive message across to a range of audiences.
How we must all face up to the climate reality and be empowered by the opportunities in triggering positive social tipping points to avert climate crisis.
Be inspired to be positive by Tom Fletcher, a young and remarkable ex-diplomat. Take risks. Have mad ideas. Challenge yourselves: are you using technology or is it using you?
Board members must realise the urgent need to innovate and change, or stakeholders and shareholders will change them. Helle Bank Jorgensen, Founder and CEO of Competent Boards, explains how her new work encourages and achieves behaviour change.
What leaders must learn about connected risk. From the pandemic to the climate emergency, social media and the misuse of technology, the threats are increasing year on year. Astronomer Royal Lord Martin Rees reveals how science is the one truly global culture.
“Prisoner of hope and stubborn optimist” Halla Tomasdottir talks unthinkables with TTU’s Nik Gowing. The CEO of The B Team reveals that leaders know they need a new playbook because the current one is “not fit for purpose”. So there must be a new definition of leadership. But can leaders achieve what is needed so urgently?
Talking unthinkables with Aron Cramer, President and CEO of BSR, Business for Social Responsibility. The implications for leaderships from Russia’s invasion in Ukraine, the deepening climate emergency, and how businesses have no option but to adapt at speed in order to survive in the new world, which is beset by multiple, deep crises.
TTU’s Nik Gowing talks unthinkables with Ian Goldin, Professor of Globalisation and Development at Oxford University. They discuss why we all need to be rescued and why radical change is far less scary than business as usual.
Leadership going in wrong direction to thrive from new great upheavals and uncertainty. Brave leaders know they must change from fighting for short term profit & power. The common good should be the ‘real focus’ for leaders to meet the ‘bold and vital’ Sustainable Development Goals. A sobering alert from the economist Jeffrey Sachs.
A stark alert that leaders are creating disruption and disorder, not working to grip and overcome them. Leadership must change to avoid repeat of horrors of 20th century.
Leaders be inspired. Be confident. Turn fantasy into vision. Break the rules and “surf the waves”. Failure is just a state of mind. Gunter Pauli of My Blue Economy explains how to face disruption & uncertainty.
Cassandra Kelly works ‘with those who dare’. She advises leaders that it is ok to be afraid, vulnerable & not to know. Too many rely on rewards, incentives, skills, attributes that are ‘no longer sufficient for today’.
Leaders will be winners if they act smartly on issues like Climate Change, creating more economic and tech efficiency along with happier and healthier people.
CEOs are taking the first steps to rethink how companies can be a force for good in society. Indra Nooyi says they must have great courage and conviction - the time has come to act.
How to overcome struggles facing leaders? Be adaptable, engage with staff, and take time out from your job. Aim to achieve consensus for change and new ways of working.
Not taking risks to change now is biggest risk leadership takes. The Siemens & Maersk chairman says leaders must urgently challenge business models to ‘unleash human potential to innovate’.
Leadership in government, business and civil society is frozen. It can’t keep up with risk. Visionary ex-top UK official Tom Fletcher says the huge majority who struggle can succeed by learning from leaders who ‘thrive as a result of changing’.
For struggling leadership experimentation is the name of the game. Plus agility and capacity to test, redirect, stop and start again. Andre Loesekrug-Pietri, Director of the JEDI initiative to counter disruption, describes how disruption can be overcome.
The three things all leaders can learn from DBS Bank's Paul Cobban: have high expectations, create psychological safety for staff and step aside and let them get on with it.