1st Women and Leadership Transatlantic Dialogue Brussels, Belgium – October 11, 2017

1st Women and Leadership Transatlantic Dialogue Brussels, Belgium – October 11, 2017

Have you considered what global trends will have the greatest influence on Women and Leadership in 2030, what influence those trends will have, and what we can do to ensure women are ready to exploit the opportunities and anticipate and address the threats?  When I wrote the blog, “Stories of an SPL (Scholar/Practitioner/Leader) Connector”, I noted I had participated in a fascinating survey to help identify those trends and that I was about to head to Brussels for the International Leadership Association’s Global Conference and had activities planned I would write about when I returned.  The survey was for the first such event.  As noted in the invitation I received, the Transatlantic Dialogue, was described as:

This cultural boundary-crossing event will bring together expert women practitioners, policy makers, academics and analysts from the two sides of the Atlantic who engage in the study and practice of women’s leadership and gender diversity in decision making in different professional realms and positions. The purpose of the event is to break the traditional silos of thinking and acting, and to embrace diversity of thought instead.

The event was jointly sponsored by representatives from RedScope Consulting, ILA’s Women and Leadership Affinity Group (WLAG), and the Sophia Foundation.  It began with a presentation of what were perceived to be the seven most important global trends, based on the input we had provided to the aforementioned survey and a study done by the European Union Policy Lab.  The three trends at the top of the list (remember, we were focused on 2030) were:

·       Trend 1:  The global stage is changing.  This focused not only on the anticipated geometric growth in the world population, but also on the very relevant and more frequently overlooked observation that this forecasted growth will be largely in countries that are least friendly to women.

·       Trend 2: Accelerating technological change and hyperconnectivity.  This is relevant not only because of the changes anticipated in the ways we live, but also because the decision makers regarding what this new world will look like are likely to be people with strengths in STEM (Science, Technology, Engineering, and Mathematics) and women have not been focused on developing STEM strengths.

·       Trend 3: Changing nature of work.  This trend is closely related to Trend 2.  Largely based on technology, we anticipate major changes in the nature of work and the skills (and hours) demanded. 

As we discussed the seven trends, the integrated, complex nature of the trends became apparent.  We were also struck by the need for both bottoms-up (or grass roots) and tops down efforts to address the opportunities and threats we could see emerging.  An observation I have made when talking about the event with friends is that I was struck by how the European women gravitated to legal/government solutions to any challenge and the women from the United States observed it was critical to find other ways to influence the future.

We ended the day with a brief overview of the Gender Equality Index 2017: Progress at a snail’s pace towards gender equality.  The index had been released earlier in the day by the European Institute for Gender Equality and we were briefed by women who had participated in the development of the report.  We left the dialogue with our heads spinning, knowing that we wanted to continue the conversation.  I particularly love the opportunity to bring together my interests in Women and Leadership (my current passion), strategy (my doctoral focus), and technology (my 23 years with IBM).  The discussions and trends also made me think of the wealth of opportunities for future research. 

 

Comments

Lynne Devnew's picture Lynne Devnew | October 26, 2017 6:50 am MST

Thanks for posting this Sue.  I was particularly  struck by the discussions regarding being seen as a thought leader - something I expect most of us SPLs seek to be.  I'm just beginning to recognize the importance of self-branding.  I attended a forum on Women and Leadership for alumnae at the Questrom  School at Boston University (where I earned my doctorate) last weekend and went to a session on personal branding.  It really got me thinking it might be wise to be more intentional about my personal branding.  I ordered a book that was recommended - it should arrive today.  In the linked to article they suggested the importance of publishing (and their list was focused on publicatons read by practitioners) and public speaking.  

I think this report was more focused on how things are now, as was the European Union study I linked to.  The discussion at the Transatlantic Dialogue was focused on trends that will influence women and leadership in 2030!  

nakiamiller's picture nakiamiller | November 18, 2018 8:16 pm MST

I believe that the most successful leaders use servant, transformational, and charismatic leadership structures for the best organizational beliefs, values and attitudes for organizational progressions. A diverse mindset enables leaders to implement new ideas, to recognize areas of improvement, and to consider the best course of action for their community and their company.

According to (Wildman et al., 2012) shared leadership and diversity will enhance information sharing through diverse experience backgrounds drawn from team members. Leadership influences team members to lead each other towards achieving organizational goals and build on each other's ideas. The levels of shared leadership contribute to unique ideas and teams engaging in building positive relationships in the development of higher shared leadership and diversity in teams within the organization (Wildman et al., 2012).

Reference:

Wildman, J.L., Thayer, A.L., Pavlas, D., Salas, E., Stewart, J.E. and Howse, W.J. (2012), “Team knowledge research: emerging trends and critical needs”, Human Factors: The Journal of the Human Factors and Ergonomics Society, Vol. 54 No. 1, pp. 84-111

 

 

 

 

Lynne Devnew's picture Lynne Devnew | November 19, 2018 5:50 am MST

You wrote:  "I believe that the most successful leaders use servant, transformational, and charismatic leadership structures for the best organizational beliefs, values and attitudes for organizational progressions." 

 

Do you think this is because of the changing nature of work?  Or another trend?  Or do you believe this has already been the most effective way to lead?

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