Leading, Working and Learning in Ambiguity

December 23, 2020

A comprehensive meeting summary, along with all slides and presentations is available to EN Global Talent Innovation members only. Don’t forget to fill out the form at the end to learn more.

Leading, Working and Learning in Ambiguity

Our 2020 Autumn GTIN Virtual Network Meeting brought together 22 Talent Executives from companies including BP, United Airlines, UnitedHealth Group, Danaher, Dow Inc., Church & Dwight Co., BNP Paribas SA, Baker Hughes Inc, Tiffany & Co, GEA Group, Cerner, Schlumberger Limited, TE Connectivity, Mars Inc, Johnson & Johnson, Liberty Mutual, Philip Morris Products S.A, Amgen, and AstraZeneca.

Stretch Thinking Session: The New Work of Leadership Shane Cragun, Senior Partner, Korn Ferry

Shane Cragun shared findings from his three-year Leadership 5.0 study, which focuses on moving from intuitive leadership to intentional leadership at the individual, team, and organizational levels. The new work of leadership requires leaders to think about how they are evolving to keep pace with the rapidly changing world of work, concentrating on the question: What should leadership look like in the age of disruption?

The study demonstrated that the shift from traditional to new leadership must focus on striving for exceptional. For an organization to succeed in these unprecedented times, they must always be ahead of the curve.

Through his research, Shane was able to establish the seven new rules of leadership, including:

  1. Purpose
  2. Inclusive
  3. Hyper-innovation
  4. Aspire 10X

The goal of effective leadership is to be able to create the enlace between personal and company purpose; In other words, the new work of leadership must center around inspiring a movement.

Shane’s findings highlight the need to aim for phenomenal, focusing on the Back to Better mindset.

To excel in the new world of work is to ensure that the internal rate of change in your organization exceeds the external rate of change of the world. Organizations must begin to view leadership as an intentional team effort, rather than the intuition of one person.

Member Share and Crowd Sourcing

Much of the two days was dedicated to member conversations, questions, and best practices.  Here are some of the key takeaways:

  • Seven months into the COVID-19 crisis, we are very familiar with the term “new normal”. However, the new normal is constantly evolving, and we are continuously adapting to the future.
  • We are now in a hyper changing environment where there are multiple different career pathways, which begs the question: are we building for business roles or business capabilities?
  • In an age of agility, organizations must be able to identify both the cognitive and technical skills of their employees to be able to reward and promote individuals. We must balance agility with stability and employ a growth mindset to put career paths into the hands of employees.
  • Strategic workforce planning is shaping the future of talent acquisition and career and talent management.
  • As organizations progress to project-based teams, there is a crucial need to understand internal capabilities.
  • Meaningful data is essential to understanding the skills needs for both individual employees and organizations.
  • The New Way of Working means constantly evaluating where an organization is at the moment and progressing to be able to adapt to the world. Agility, mindset, and meaningful actions are essential for success.

Peer2Peer Solutions

The Peer2Peer session of the meeting gave members the chance to share and offer advice on current challenges and pressing issues they are facing in their organizations.

Here are some of the key takeaways:

  • Talent mobility is a priority for many organizations. Implementing this requires a combination of new technologies, as well as a shift in mindset for both employees and leaders
  • Identifying skills within an organization remains a large hurdle for companies looking to develop an internal talent marketplace
  • Many organizations are launching Diversity, Equity & Inclusion initiatives. However, the question remains if this will truly create systemic change
  • It is critical to upskill HR services to allow people to have a voice and encourage tough conversations
  • COVID-19 has had a great effect on mental health. There is an increased focus on wellbeing. Organizations are thinking about different approaches on how to regenerate energy without overwhelming their employees
  • Organizations are shifting away from the traditional performance reviews to a teams-based performance model to encourage individual and company purpose


At the meeting, topics that members were interested in having further discussion on were identified. Roundtable discussions, as well as one-on-one conversations, have been scheduled for some of the topics below:

  • Talent mobility/ the internal marketplace
  • Agility
  • Diversity, equity, and inclusion
  • Performance/year-end ratings
  • Succession planning

For more information about the Global Talent Innovation Network contact jwalmsley@executivenetworks.com

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