What information is essential for leadership development in 2024?

Leading on from the conversation on leadership development I started on Monday, I do think it's time to rethink and evaluate what leadership development practices we are going to need and use in 2024. That said, it doesn't mean that we walk away from traditional leadership education; we must continue to revamp and re-educate our students and also the leading academics who are always contending to understand what the best leadership practices are.

We need to look at things like the recent news article around BP , where they had to pull operations for supply chain management in terms of oil because of attacks from terrorist groups that are diffusing their business model. This comes into the context of geopolitical risk and actually assessing the work of doing business with other countries and also affecting global communities in terms of real-life situations.

We must understand that leadership development is no longer just about education, and this is what a good leader is; it's really about saving lives because more and more businesses' actions, like the recent story in BP, will ignite different ways we need to think about how we go about business.

Moreover, we must understand different connotations of risk assessment, for instance, how we embed leadership at the interview stage and monitor how global events will impact business development. A short mix indeed; however, that is what the world of business is today. We need to assess the leadership for 2024 now before it's too late.

For some core principles to think about going into 2024 as an exceptional business leadership enterprise:

1. The learning curriculum of geopolitical risk.
2. How do we build and develop modern business leaders in difficult situations?
3. The ability to safeguard business intelligence and the alignment of emotional intelligence.
4. The entity of shadow boards and the C-suite enterprise allows younger thought leadership to be embedded throughout the organization.

These printables are short and can sometimes be led across different organizations where different thought leadership and expertise are needed to think about what is the best path to develop leadership and also how to lead the company under difficult circumstances.

Every day is different in the leadership world, as we know; however, it is important to learn how to innovate in terms of thinking about what leadership practices and principles we need to use in 2024.

I advise caution around assessing how leadership is taught in education as well because, at the end of the day, there is sometimes just that one opportunity that will shape and educate our business leaders for tomorrow.

Conclusions:

Going into 2024 as a business or as an individual will be difficult to shape new leadership for each other and also for the people that we truly care about. The recent events in Gaza will hopefully calm down, but they do remind us that history teaches us that sometimes you just don't know what's going to happen. So as business leaders and leaders in our own lives, we need to be ready for every single different situation, which is somewhat impossible. However, by reshaping the model of how leadership is understood in terms of entities like geopolitical risk and assessing the business case, for instance, of supply chain management across seas, we might be able to navigate and teach each other better leadership principles and practices.