Part III
Evolution

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In today’s complex workplace, realising an Emergent culture demands extraordinary agility, acumen and intuition. Rapid change, fuelled by technology, global influences, and greater interdependencies, converge in a fast, fluid and persistently disruptive context. The workplace is in a constant state of flux.

Learning to innovate with and not merely for stakeholders changes the game.

Neurologist and holocaust survivor Viktor E Frankl once said,

A man who becomes conscious of the responsibility he bears toward a human being who affectionately waits for him, or to an unfinished work, will never be able to throw away his life. He knows the ‘why’ for his existence, and will be able to bear almost any ‘how’.

Higher purpose is that ‘why’ — an aspirational beacon to energise, mobilise and catalyse emergence. The intuition of Emergent leaders shapes and cultivates alliance, bringing resolution to complex social and economic problems. They have deep empathy for their tribes, instil collective ownership, and possess an extraordinary capacity to create that challenges what others might deem impossible.

To be an Emergent leader you must evolve; part III will explore how.

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