What are the latest trends in executive management and how can you stay up-to-date?

To begin, scrap hierarchy and any form of top-down command structures. All silos must be totally bridged and collaborative. Organizations need a team approach and the senior team must be envisioned and seen as a "honeycomb" (hexagonal or octagonal) network, with close collaboration and communication linkages across and down into the organization, all the way to the customer-facing team. This then fosters a stakeholder focus to satisfy their needs and expectations in a Stakeholder Capitalism mode. In terms of Purpose, this also needs a focus on Corporate Social Responsibility (CSR) and Environmental Responsibility. Underpin everything with a stakeholder-driven culture of Diversity, Equity, Inclusion and Belonging. Then you will win!

First, let us be clear that leadership should be a way of life among team members. Self leadership and leadership of others. Agile leadership requires executive management to flip leadership from top down to bottom up. This requires a shift in paradigm to a mindset that embraces the view that leadership is a quality that can come from any team member. Not all persons with great leadership skills have the title leaders prescribed to their job functions. By allowing team members the flexibility to exercise leadership irrespective of their job title, you will get authentic buy in , innovation and even feedback to improve your own leadership. This is real empowerment of not only the team member but the leader as well.

I would add that with increased need for adaptability and flexibility, foundational shift towards agile leadership might be our own willingness to change our selves and our mental models while evolving behaviours and leadership practices. And then, to foster the culture of trust, empowerment and accountability, we need to foster the culture of psychological safety and learning mindset, while embracing increased business risks and possibilities for failure

I like how agile leadership is becoming more prevalent in the workplace. It is so much more collaborative and empowering than conventional management approaches. Agile leaders foster an environment where everyone feels appreciated and respected and where taking chances and learning from our errors are encouraged. This is the type of setting where creativity may flourish and where we can actually change things.

Correct #FrankFeather, agile leadership approach emphasises collaboration, adaptability, and continuous learning. By applying agile leadership, executives encourage self-organising teams and foster a culture of innovation, quick decision-making, and continuous improvement. I love your point on stakeholder-driven culture of DEI and Belonging, great points ??

We are well into the Digital Era, and every company must be digitally competitive. As such, companies need to fully embrace AI to DigiTransform their entire value chain. Any company which does not have an AI Strategy by 2025 will simply fall behind as the QAIMETA era evolves in this decade.

Digital transformation isn't a one-time event but an ongoing process that requires sustained commitment and iterative adjustments. Successful executives understand that it's not sufficient to merely implement a set of digital tools and consider the job done. The technology landscape is constantly evolving, and so are customer expectations. Therefore, it's vital for leaders to foster a culture that encourages continual learning and adaptation to new technologies. This often means dedicating resources not just for initial implementation but also for ongoing training, updates, and even periodic overhauls of the digital strategy to ensure that the organization remains competitive in a rapidly changing digital world.

Indeed, in the current digital and interconnected reality, every company must be able to have digital capabilities. For this, the best strategy is always to start small and scale, always maintaining a special focus on data management and data analysis so that they contribute to the growth of the business in general (regardless of the digital channel). Therefore, the decision of where to start the digital strategy must be guided by the medium that provides us with the most data to generate insights.

As mentioned earlier, everything must be underpinned by a stakeholder-driven culture of Diversity, Equity, Inclusion, and Belonging (DEIB). People must truly feel that they Belong. Culture must mirror the community they serve, and that community is increasingly multi-diverse. DEIB must be "glocal" in nature, across all genders, ages, and ethnicities to reflect the Global Village reality.

Research shows that diverse teams are often more creative and effective at solving complex challenges. This is particularly relevant for executives in fast-paced industries where adaptability and innovation are key. Therefore, DEI should not just be viewed as a compliance or social responsibility issue, but also as a strategic enabler that can drive business outcomes. It's not just about doing what's morally right; it's about recognizing that diverse perspectives offer tangible benefits to decision-making and bottom-line results.

Studies already demonstrate the benefits of Diversity, Equity and Inclusion. But for a change to be profound and lasting, it must come from management itself. The executive teams, their composition and importance are a reflection of how diversity, equity and inclusion will be implemented in the rest of the organization. These changes must be top down.

Today, CSR goes without saying and should be evident in the company's branding and marketing efforts. And project commitments must be in place to create environmental sustainability by 2030.

Encourage employees to actively participate in your organization's Corporate Social Responsibility (CSR) efforts to have a positive impact. Your employees are the most reliable advocates for your brand and have an internal view of your company's CSR commitment. Defining your mission and contribution to giving back is not enough; companies must follow through on their commitment to employees and create positive changes in individual behavior and operational and strategic shifts. Involving employees in your CSR story is more important than simply telling them the story. To make a real difference, companies must walk the talk.

Boards no longer represent shareholders but stakeholders. The objectives of companies can no longer be only economic. There is no sustainable economic benefit without care for the environment, society and community.

The push for social responsibility is a foundational change in how businesses are evaluated and operate. This requires an ongoing commitment rather than short-term initiatives. Leadership must integrate social responsibility into the DNA of the company's culture and decision-making process, ensuring it's more than just a section in an annual report. This integrated approach not only satisfies external stakeholders but can also drive internal benefits like increased employee engagement and loyalty.

For me, this is another important and exciting growing trend - leaders and businesses now tapping into and utilising “Mind (Cognitive) Sciences”. As a Certified Cognitive-Science Coach, I help leaders get deeper understanding of how the human brain works, how individuals perceive and respond to information, what works, aspects such as cognitive biases and cognitive load etc. These ensure that my people continually make high-quality decisions and have effective strategies. These lead to higher project success rates.

Lifelong learning should be an implicit part of employee culture, facilitated by the HR function but repeatedly communicated. I recommend the appointment of an internal Strategic Trend Officer and the use of a monthly Trend Newsletter to keep everyone up to speed. This can then be supplemented with online training courses as needed. Overall, make future thinking part of employee culture and corporate purpose.

Staying updated in executive management means embracing continuous learning. The world is changing fast, and to keep up, you need to be curious and always ready to learn. Read widely, listen to industry-related podcasts, and engage in online courses. Networking is also key; join professional groups and attend industry events. And don't forget to seek feedback; it's a goldmine for growth. Think of it as being a student of your profession, always eager to learn the next big thing.

Organizations must have continuous learning as part of their culture. The new organizational structures, communication and knowledge distribution platforms and the reduction of the digital divide favor learning: E1. Explanation (Listen) ?? E2. Example (See) ??? E3. Experience (Feel) ?? E4. Exercise (Do) ??

Your employees are your brand's most trustworthy advocates and have an insider's perspective on your company's dedication. It's not sufficient to define your mission and contribution to giving back; companies must also follow through on their commitment to employees and drive meaningful changes in individual behavior, operational practices, and strategic direction. It's essential to learn how to work effectively adapt to employees unique needs to become a manager who can gain their acceptance. This marks a departure from many of the theoretical concepts we've encountered in the past and necessitates the development of a fresh management approach.

This is a dangerous article. That pair of skinny stonewashed jeans I bought a few years back can be returned, recycled or just confined to the depth of my wardrobe. A company that decides to become Agile because it is the latest trend is likely to spend a fortune, mess around with what already works and achieve little. I’m not saying that Agile is not a good philosophy but it isn’t as simple as starting to talk about sprints and epics. You could even implement many of the good bits of being agile without disrupting much of the normal running of your organisation. Also, DE & I and Sustainability aren’t trends - surely these are just increasingly important and relevant in the modern world?

From my perspective, as a Certified Cognitive Science Coach "MIND SCIENCES" is important but under-used. Businesses and managers should tap into the advances in Cognitive Sciences (how the human mind works). Like the advances in technology, (including AI), managers' work will be easier, with greater productivity, growth, reduced staff illness, better life/work balance etc. By learning how people perceive and respond to information, you can leverage the benefits and enhance your staff and company performance. Unfortunately, this aspect of management has been largely overlooked and undervalued.

Leadership is not role nor a title. Leadership is a virtue and behavior. Often times, titles are used to define leaders which is a wrong approach. Anyone can be a leader without a title. One of the leadership attributes is to inspire others to perform at their best potential.

Leaders must collaborate with and guide employees from a variety of age groups in the modern workplace. The need of the new era is to learn how to work with the "the last generation-GenZ" and to adapt to their needs, as well as to become a manager who will be accepted by them. This puts an end to many of the theoretical ideas we have read about so far and creates a new management approach. . I had recently hired a highly qualified data analyst, and things were running smoothly. She left her job a short while later, claiming a meager promise given by HR. She performed it, thinking that it was a pretty straightforward event for her. For this reason, no one from other generation would ever give up.

I have found that there are three traits that truly separate the best executives from the ones who invariably fail, flame out, or tank the organization: 1. Authenticity - Be authentically yourself when working with your colleagues. Pretending to be someone you're not, or hiding ulterior motives always leads to bad outcomes. 2. Empathy - Being willing to see perspectives of others in your organization - as well as your customers, vendors, partners, and board members - helps you communicate your reasoning for decisions in a way they can understand. 3. Audacity - It's just as hard to raise $3M as it is to raise $50M. I've found that executives who take bold (but considered) decisions have more latitude than more conservative executives.