Young Leaders World Economic Forum – In an ever-changing environment, it can be difficult for leaders to find their way forward and plan beyond the immediate. Over the past two weeks, 65 Young Global Leaders (YGLs) from the World Economic Forum gathered at the Harvard Kennedy School for a two-week course on global leadership and public policy that taught them about leadership challenges not covered in textbooks. .
During this unique time of constant change due to the convergence of a global pandemic, geopolitical tensions and social unrest, we ask YGLs from different regions and sectors to understand how best to lead in these uncertain times. I asked them to think about this. .
Young Leaders World Economic Forum
New leaders may be tempted to think they have seen it all. But, “Wait, there’s still a lot to learn and discover. You’re a long way from becoming who you want to be.” That’s what the Kennedy School’s YGL program is all about. An exciting place like Harvard University, a diverse group of talented people from around the world, and lectures that lead to deep discussions. It really is an incredible experience.
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One of our most important responsibilities as leaders is to make decisions, and in many situations, these decisions are made under pressure. However, there are several biases that contribute to the risk of making inappropriate assessments and insufficiently updating existing beliefs.
Therefore, it is essential to establish an appropriate decision-making process. Here are three key insights to avoid falling into the bias trap:
3. Establish comprehensive procedures that allow all aspects of the discussion space to be represented and considered.
As a leader, it’s easy to trust your intuition, but I come away from this course more aware of the pitfalls of this approach.
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A common characteristic of leadership is making decisive decisions. But when the overwhelming information and dizzying shifts in perspective facilitated by the constant confusion of hard-won knowledge often feel like chaotic soup, quick, decisive decisions can be made by mistake. Dan Levy of the Harvard Kennedy School proposed an alternative that uses probabilistic decision making. This means making choices based on the likelihood of desired and undesired outcomes. To do this successfully, we must question our assumptions, evaluate the impact of variables and identify blind spots. Probabilistic thinking does not eliminate uncertainty. But it eliminates the presumption of certainty caused by determination. This is a significant update to our leadership concept.
The YGL community is made up of more than 1,300 members and alumni, including public servants, business innovators, artists, educators, technology developers, journalists and activists.
The mission of the Young Global Leaders Forum is to create a dynamic global community of extraordinary people with the vision, courage and influence to create positive change in the world.
In line with the mission of the World Economic Forum, we seek to promote public-private cooperation between these unique actors and demonstrate entrepreneurship in the global public good.
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Representing more than 100 nationalities, Young Global Leaders are united in the belief that today’s pressing issues offer opportunities to build a better future across sectors, generations and borders.
Promote a feeling of closeness through contact between groups. This lesson really resonates with me as I work on complex issues at the intersection of population health, urbanization and climate change. This connection requires unusual collaborations with individuals and organizations from sectors and disciplines that are not accustomed to working together. However, I also understand that this amounts to intentionally creating tension. Therefore, it is important to anticipate and create space for possible (or perhaps subsequent) disruptions in order to optimize the conditions for the emergence of innovative knowledge.
By allowing yourself to be vulnerable and open, you will gain a deeper understanding of the challenges you face. We tend to oversimplify our problems and the way we frame them, but being vulnerable allows us to delve deeper into the layers of the problem and our role in solving it. A key element of the Harvard Kennedy School program is sharing among a diverse group of peers. Their questions, insights, and different perspectives will help you improve your leadership by highlighting the unseen forces within the uncertainties you face.
Overcoming technical challenges requires skills, but overcoming adaptive challenges requires changing attitudes and mindsets. YGL comes from diverse backgrounds, including large corporations, startups, governments and non-governmental organizations. Each of us faces unique challenges in our respective fields, but these obstacles are often rooted in a rapidly changing geopolitical landscape. Harvard University’s Leadership Module allows you to zoom out and see challenges from a broader perspective, shifting your focus from day-to-day technical obstacles to more fundamental adaptive challenges. Knowledge allows us to solve technical problems, but adaptive change requires adjustments in our hearts and minds. In a geopolitical context, this requires improving intercultural communication and rebuilding trust between nations. As YGL, we must protect global cooperation and work together to maintain world peace and prosperity. The Young Global Leaders Forum and its members aim to address some of the world’s most pressing challenges.
Global Leadership And Public Policy For The 21st Century
Every year, the Global Young Leaders Forum selects the world’s most promising leaders under 40. This year, we welcome the Class of 2023 to a community of extraordinary people who are tackling the world’s most pressing issues and driving innovation for positive change in civil society, arts and culture, government, and business. I’m happy to be able to participate. They do this.
From the editor-in-chief of Vogue China to the governor of the country of Nairobi, Kenya, this year’s group includes a wide range of talent and diversity.
We need dedicated, inspiring leaders who can help bridge divides and create real-world change for the benefit of all. The World Economic Forum’s latest Global Risks Report highlights the critical turning point we face. We are working tirelessly to resolve these issues at a time when we face the most difficult combination of economic, social, political and environmental pressures, a political crisis still fresh in our memory. We must identify and amplify the voices of those working in
The YGL community is made up of more than 1,300 members and alumni, including public servants, business innovators, artists, educators, technology developers, journalists and activists.
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The mission of the Young Global Leaders Forum is to create a dynamic global community of extraordinary people with the vision, courage and influence to create positive change in the world.
In line with the mission of the World Economic Forum, we aim to promote public-private cooperation between these unique actors and demonstrate entrepreneurship in the global public good.
Representing more than 100 nationalities, Young Global Leaders are united in the belief that today’s pressing issues offer opportunities to build a better future across sectors, generations and borders.
Over the next three years, the Class of 2023 will come together to identify innovative solutions and find ways to strengthen and accelerate each other’s impacts. As we embark on this exciting journey, we asked our leaders: What is one skill leaders must develop to overcome the challenges we face?
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A fundamental skill that leaders must develop is awareness. Be aware of yourself and your team. This awareness helps you instantly assess and adapt to unpredictable and volatile risks. Awareness allows you to make better decisions in situations like this.
Mindfulness improves listening skills and strengthens patience. It is the basis of your capacity for kindness and compassion. A consciousness journey helps you understand yourself and how you were created so you can better navigate yourself and your team. A proven way to increase this awareness is to regularly practice breathing exercises, yoga, and meditation.
We are navigating increasingly congested geopolitical waters. Tensions between nations are rising as great powers compete for military power, economic influence and technological superiority. While this competition can lead to welcome innovations, the challenge for leaders is to ensure that fierce competition does not escalate into open conflict.
Empathetic dialogue continues to be our most powerful tool. No matter how great our differences may seem, true leadership can only occur in focused conversations centered on what we have in common.
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Business and political leaders must improve their ability to effectively balance tensions and navigate trade-offs in an increasingly uncertain world.
Leaders must balance how they manage their risk exposure while determining where to best apply capital and resources to effect strategically positive change. They also need to manage the tension between providing short-term returns to shareholders and the need to invest for long-term sustainable growth. In addition to balance, managing interactions and balancing tensions are a cornerstone of public policies. In a politically polarized world, this skill is more difficult to apply and even more necessary to advance the legislative agenda.
The pandemic has taught us many difficult lessons. One of the most fundamental is that society depends on women’s paid and unpaid work. In times of crisis, women become social buffers, taking on more unpaid care that is not recorded, is not rewarded and is not even counted as work in GDP and other indicators.
We cannot build strong societies, economies and societies.