How can you help leaders anticipate and adapt to changes in the external environment?

?Cómo ayudo a los líderes a anticiparse y adaptarse a los cambios en el entorno externo? Puede hacerse de dos formas: 1· De dentro afuera 2· De fuera adentro Yo prefiero la primera. Fomento que conozca su empresa, sus circunstancias, sus recursos, sus fortalezas, sus oportunidades, sus debilidades y sus fortalezas. Con todo ello hacemos un análisis de sensibilidad para detectar (y anticipar) los cambios que más pueden impactar en su organización. Una vez que los hemos detectado y priorizado establecemos un proceso de monitorización continua para hacer un seguimiento activo de ellas. Por último, trabajamos en los planes de contingencia para determinar qué hacer si ocurre alguno de esos cambios. De Dentro a fuera.

Coaches help leaders stay informed about the latest trends, regulations, and best practices related to the external environment, such as climate change, ESG, DEI, etc. by pointing them to relevant resources and discuss the value of staying informed about these.

Imagine you're standing at the edge of a dense forest, and darkness is creeping in. Your flashlight flickers as you scan the unknown terrain ahead. Leaders, too, must become explorers of their external environment, constantly illuminating the path forward. By maintaining a relentless vigilance, seeking trends, and asking probing questions, they can decipher the cryptic signals that foreshadow change, helping them navigate the unpredictable wilderness of the business world.

Systematic scanning of the external environment is crucial for leaders to anticipate and adapt to changes. This involves considering social, economic, technological, environmental, and political factors beyond one's industry. Tools like PESTEL analysis and scenario planning help identify trends and uncertainties. An executive coach provides an external perspective, challenges biases, and fosters a proactive mindset. This process enables proactive decision-making, risk mitigation, and continuous learning, enhancing an organization's ability to thrive in a dynamic landscape.

Before we were speaking about 360 degree analysis. But now leaders are expected to have 720 degree view points. Today leaders are expected to think in a global perspective. Adapting to Change is very important. Learning has to be done across all levels & functions. The scanning has to happen across angles & understand what is expected to change. The RCA should be done & necessary upskilling should also be done. This is very important especially in the senior level

In my experience there are lots of new and exciting approaches that have entered the world in the past decade. This doesn't necessarily mean that a) it fits the business mission or b) the new approach is ready to be incorporated into business strategy so soon. I would always advise to spend more time in the research and test phase of things before potentially distracting the business or the people.

Cuando se trata de innovaciones y cambios que pueden afectar positivamente a la empresa tenemos que trabajar de Fuera a Dentro. Analizar qué impacto va a tener ese cambio y esa innovación en la organización. Simular los distintos aspectos y validar su verdadera aportación desde una visión coste-beneficio. Una vez confirmada su bondad, desarrollamos el plan de actuación para incorporarla a la organización. Habrá ocasiones en las que será necesario cambiar la visión y los objetivos. Habrá ocasiones en los que solo habrá que re-alinear visión y objetivos. Habrá situaciones en las que no hará falta modificar ni la una ni la otra. Como consultores, coach o mentores facilitamos el camino llevando al líder a través de la reflexión.

Think of a ship sailing in turbulent waters without a clear destination. It meanders, wasting energy and resources. Now, envision leaders as navigators charting a course with a resolute vision and defined goals. By aligning their teams towards a common purpose, leaders create a magnetic force that guides everyone toward a shared vision, fostering unity, focus, and the adaptability needed to weather the storms of change.

Aligning your organization with the external environment is vital. Revisit your mission and values to ensure they're relevant. Set SMART goals reflecting strategic priorities and communicate them clearly. An executive coach can help craft an inspiring vision, ensure goal alignment, and guide actions and decisions. This alignment boosts agility, motivates teams, and enhances execution, leading to success in a changing landscape.

Vision & goals should not be fixed. It has to be customised based on the new changes & fast moving advancements. If there is an issue in aligning the goals of self or aligning to the goals of the company, then the help of a coach is very important. It is 100% normal to get stuck & not knowing how to achieve the goal. This happens from the top to bottom. But earlier awareness is always better because, we connect with the right person/coach. If not, it can hamper our own growth ??. Thus, to stay relevant, customise the goals & hire a coach immediately if we know that we are getting stuck.

Engaging with the stakeholders is a crucial input to the business decisions. I have seen leaders are either too closed or too open to listening to the stakeholders, as they interact with them. Sometimes, it is important to be flexible and sometimes it is important to stick to what one believes in. The wisdom is to know how and when to use the inputs, by the stakeholders, in the decision-making process. I have a simple guideline for leaders. Ask yourself three questions. 1. Why do(n't) you like what you heard? 2. Do you know how to use what you heard? 3. How do you know if what you heard is an opinion or a fact? True objectivity lies in removing the biases in the answers during the conversations.

This is great to do at a point in time of testing a new approach - be prepared to engage those that are directly impacted and then use the results to see if the stakeholder pool should be extended. Dependent on the size of the company, it will be easier or more challenging to consider new approaches.

In my experience, coaches can help leaders effectively engage key stakeholders by implementing a robust stakeholder engagement map/process, followed by building rapport and trust, and generating valuable insights and ideas that inform decisions and build their leadership brand.

Consider the power of a conductor in an orchestra. Every instrument plays a unique part, yet they harmonize beautifully under skilled direction. Leaders, too, must be adept conductors, engaging stakeholders, from employees to customers, partners, and beyond. By conducting open dialogues, actively listening, and integrating feedback, leaders can create symphonies of cooperation that amplify their capacity to respond to external shifts.

Engaging stakeholders effectively is crucial for anticipating and adapting to external changes. Identify key individuals and groups, understand their needs and perspectives, and build trust and collaboration. Stakeholders can provide valuable insights and early awareness of external shifts. An executive coach aids in stakeholder mapping, conflict resolution, and tailored engagement strategies. This fosters trust, innovation, and adaptive leadership, enhancing an organization's resilience and strategic decision-making in a dynamic environment.

Aus meiner Erfahrung kann ich sagen, dass sich die Lernkultur im Zuge der St?rkung der ?Psychologischen Sicherheit? im Team positiv entwickelt. Die wohlwollende und gleichzeitig aufrichtig ehrliche Kommunikation erleichtert es, voneinander und von anderen Erfahrungen zu lernen. Wenn Fehler, Risiken und Probleme offen angesprochen werden k?nnen, kann eine echte Lernkultur entstehen. Amy Edmondson von der Harvard Business School hat aufgezeigt, dass z.B. in Spit?lern jene Teams die besten sind, welche am meisten Fehler rapportieren – und ?fehlerarme? Teams, die Fehler zu verdecken versuchen. Zur St?rkung der Psychologischen Sicherheit gibt es einfache und effektive M?glichkeiten.

In my experience, leaders can foster a culture of coaching and mentoring by establishing clear goals and expectations, communicating the value of coaching and mentoring, being great role models, and providing adequate resources for coaching and mentorship.

"Foster a learning culture" has become a 'buzz word'. Go beyond a generic conceptual definition and I'd suggest to describe your specific "learning culture". Focus on defining specific behaviours, structures, and incentives that could encourage learning. Yes, coaching leaders on this is great, but it's bigger than that; think in systems, that is, build organisational learning systems and programs.

Fostering a learning culture has to be very specific and not just reading any material that's available. Leaders have to be strategic and choose the material they learn from. Learning should come from meeting customers, competitors, suppliers and other stakeholders. And these have to captured in the KPIs, so that leaders know that it's important for their performance.

Today Earning can happen only when we give time for Learning. The team which feels, we know everything, what is the point of learning this? This is enough for this company..! That's the end for the growth for the individual, team, department & the company as well. Any change in implementation should have a path for learning. Learning should not be considered as a cost. It is an investment in the company, people, process & progress. Without a proper learning mechanism, it is difficult to bring a change as resistance will be very high & cooperation will be very less

Innovation or creativity needs some tapping. It can happen internally for self-starters but for others it needs external push. That can be supported by a Leadership or an Executive Coach. Through some mindful questions, the person will be pushed to think out of the box & break the comfort zone. He would feel empowered & will strongly feel that he has the skill to think in a critical & creative format. That positive tapping will bring a lot of positive energy within the person & if he has properly framed his goal, he will reach his outcome which will be very creative for him & a critical move by him for the organisation.

When all has been tested and it's clear a new approach should be incorporated..consider how to embrace the change. Should it be the focus of the business outcomes required or does it require a phased and steady approach?

Coaches can help leaders embrace change and innovation by assisting them in adapting their strategies and by fostering a culture of continuous learning, innovation, and improvement.

Recall a time when you resisted change, clinging to the familiar, only to realize that embracing it led to personal growth. Leaders must similarly champion change and innovation. Encourage experimentation, provide resources for research and development, and nurture a culture where the status quo is continuously challenged. By doing so, leaders become the architects of their organization's resilience, capable of thriving in ever-evolving environments.

In addition to the above points, it's important to consider techniques such as brainstorming, mind mapping, scenario planning, and involving the wider team to scan the environment and leverage their insights and perspectives. By employing these strategies, coaches can effectively support leaders in anticipating and adapting to changes in the external environment, ultimately helping them and their organizations thrive amidst challenges and uncertainties.

How about adding fun to the mix, so that it's not another drudgery that burns the exec out? Build the leader's adaptability muscle by introducing short, impactful (out of the box) experiences—like a tech demo day, a design thinking workshop, or a quick stint in a startup incubator— to reshape their approach to change and to be receptive to factors that they don't anticipate. It's about working smarter, not harder.

Imagine you're preparing a hearty meal with a diverse array of ingredients. Each ingredient contributes its unique flavor and texture, enhancing the overall dish. Likewise, leaders must consider the multifaceted elements that influence their external environment—economic, technological, social, political, and environmental factors. By meticulously blending these ingredients into their strategy, leaders create a recipe for adaptability that ensures their organizations remain robust and adaptable in an ever-changing world.

Mindset adjustment. Empirical awareness. Sensemaking. First is a mindset adjustment to defining yourself as a leader. As a 'leader' to include leading and influencing the external environment as well. This would then lead to building awareness about it. One of the most valuable and neglected resources is empirical orientation. That is reading peer-reviewed research and journals. The top journals empirically cover the trends, changes, future models, etc. Leaders can be ahead of the curve by simply accessing new knowledge. And finally investing time in sense making or challenging ones assumptions to factually assess what is happening and how it can be used or altered.