In the Time of the Black Elephant – Conscious Leadership

At a time like this it is tempting to refer to COVID-19 as a Black Swan; a hard-to-predict event which is outside the realm of normal expectations but has enormous impact. However, the pandemic was quite foreseeable; in fact, it was the elephant in the room. Naturally, this has led to comparisons with the phrase Black Elephant, an event which is extremely likely and widely predicted by experts but passed off as a Black Swan when it happens.

 A Black Elephant is a ‘known unknown’ nominally, especially as the chasm between expert and public opinion adds complexity and uncertainty to the issue. Fundamentally, a Black Elephant is the evil spawn of our cognitive biases. Lumbering about for years before it breaks down the door and smashes up the place. Therefore, it stands to reason that a Black Elephant event requires rethinking and collective action. It is very rare that human beings have a chance to rethink our place in the modern world. Our worldview has placed Homo sapiens reigning supreme over all other life forms. This worldview seems only right and proper to the vast majority of people. In the course of just a few weeks, however, over seven billion people’s lives changed for the worse. Amid the shock and panic, the catastrophe of COVID-19 has now prompted some radical rethinking.

 Can a new and better world emerge? Not unless our worldview changes, because in many ways the virus isn’t a mindless primitive life-form ravaging us. Nor did nature strike back to punish us. Something deeper is going on. To see what it is, we need to consider a worldview based not on humans-as-supreme, but on life-as-supreme. Ergo, COVID-19 is merely a rehearsal for the main event… climate change. 

 We must realize that our superiority complex has quite literally put us in opposition to life on Earth. Climate change can be laid at our doorstep. The prediction of the Earth’s sixth mass extinction is more than plausible, and 50% of biodiversity in plants and animals has been eliminated in mere decades, while hundreds of indigenous cultures have been virtually wiped out. The destructive human machine has been inexorable so far. There has been no pause. If we needed more evidence that we are a short-sighted and self-interested species, it is the here-and-now; but there is no time for self-condemnation. While the world’s leaders struggle to sort out the true implications of this virus, we have an opportunity to learn from our mistakes. The lesson is being taught by the humblest of messengers, a microscopic speck of genetic material. The virus is not our enemy – if we let it, it will be our greatest teacher. And so, when seen on a global scale, climate change represents the continued effort of our four-billion-year-old biome in seeking to put things right. A viable, balanced, dynamic, healthy biome (the sum total of all organisms) benefits all human beings. In the new worldview, there is no either-or.

 As self-aware creatures, we can support life and its chance for survival. In short, a new world, if it emerges in the coming decade, will make choices that benefit the biome and us at the same time. It will take a shift in worldview for that to transpire, a key driver here is conscious leadership.

 The leaders who should be extricating us from this mess and restoring hope have, ironically, contributed to the quagmire. Where did we go wrong? Why do we have too few leaders who do the right thing, who can stand up to the corrupt, and who are motivated to serve others instead of themselves? We have plenty who are smart, but while intellectual prowess is a necessary condition for success, it is not enough to address our natural, political, social and economic malaise.

 We need leaders who are holistically developed – who have the emotional and spiritual intelligence to underpin their intellectual smarts – so that their sense of purpose, self-awareness, strong moral code, inner resilience and emotional skills equip them to confront ethical dilemmas. Their spiritual intelligence (which has nothing to do with religion) will enable them to access their higher purpose in order to align their mission, passion, profession and vocation.

 We should seize the chance to create a new, more resilient, healthy, equal society that lives in equilibrium with nature. For example, the financial crisis of 2008 prompted a huge rescue effort globally, that won a pyrrhic battle but ultimately lost a war. We cannot do that again.

Here’s what business can do to make sure that rebuilding efforts leave a lasting legacy: 

• Be useful, in all that you do, all of the time 

Corporate behaviour is a microcosm of today’s economic system – some wonderful stories have come to the fore of corporate integrity, ingenuity and energy to help in this time of need.

• Energize around a shared vision of a thriving society and planet

We have paid lip service to the reality that social and environmental sustainability are two sides of the same coin. And the words ‘just transition’ still sit too far to the edge of the debate. They need to be put front and centre.

• Take a systems approach, in thought and deed

Some leaders have been surprised by recent events. While others have been predicting this for quite some time. There has been a disconnect between risk strategically assessed; and the development of detailed response plans which are resourced and practised. The two need linking together. 

• Make the 4th Industrial Revolution work for all

Take a collective view on how the many moving parts of 4IR can work together to create a better future. 

• Double down on partnership, none of us is an island

There is such a thing as society. We are all part of it. Business must put partnership at the heart of what it does, not just on specific issues (e.g. recycling) but also on systemic change too (e.g. the global climate system).

 So, here we are. As we find ourselves in a global climate and health crisis, we are also caught on the other horn of the dilemma, a political economy. The Art of War, by Sun Tzu, is prescribed reading in many business schools around the world. This gives executives, licence to equate doing business with making war. Is it that we consider the current pandemic is just in war terms or consider a more sustainability approach? Just as political correctness does not allow us to say ‘greed’ out loud (a la Gordon Gekko); we can, and do, insist on our pound-of-flesh in business.

 In applying the new worldview, the key question, therefore, must be “why exactly do we want that pound-of-flesh?” Answering such a question requires an inside-out mindset. And forming such a mindset requires capacity building across five aspects that builds conscious leadership: Intelligence Quotient (IQ), Emotional Quotient (EQ), Spiritual Quotient (SQ), Physical Quotient (PQ) and Financial Quotient (FQ). 

 That means our collective future is radical. The present is pretty radical too. 

 Humanity has a once-in-a-century chance to fix a global model that is failing the majority of people on multiple fronts. Evolution demands nothing less from us. And so, if we don't go within, we go without. Slowly, over the last decade, we have started seeing Conscious Capitalism (Sisodia & MacKey) as new companies emerge that are operating on the principles numbered above; offering citizens products and services that are great for them, but also great for society and the planet in equal measure too. 

 Which type of company do you lead, work for, invest in, shop with? Will it be useful, relevant and prospering on the ‘other side’ of this crisis?

 Regenesys Business School, renowned for developing emotionally and spiritually intelligent leaders, is committed to making a difference by developing conscious leaders.

 Consequently, Regenesys Executive Education is offering leadership programmes that strive to develop conscious leaders, based on these principles: 

• Conscious leadership – leading with deep awareness, curiosity and openness to learning, questioning values, beliefs and assumptions, to respond in an informed, responsible and values-driven manner.
• Spiritual intelligence – being able to access your highest purpose and core positive values to rise above adversity, live authentically, stand up for your convictions, reframe situations and be accountable. Instilling a moral code and principles to role-model ethical behaviour and authenticity.
• Emotional intelligence – recognising and managing your own and other’s emotions to develop meaningful, collaborative relationships based on trust, respect, and openness.
• Service – serving others and the purpose of your organisation to create value for stakeholders.
• Governance – ensuring oversight of organisations that promotes their long-term health, rather than a compliance mindset.
• Productivity – working innovatively and cultivating a work ethic to achieve desired outcomes effectively, efficiently and economically.
• Value – creating value and sustainability by considering all factors of the quadruple bottom line: profit, people, planet and purpose.

(Henry Karow, Dr. Penny Law and Dr. Deon Van Wyk)