CEO Monthly Issue 9 2018

CEO MONTHLY / ISSUE 9 2018 9 go. It’s like a dance. And luckily, I am surrounded by fantastic people who point out my frequent clumsy missteps. Attributes that help gain success are a high sense of humour, and a high level of determination that does not give up but knows when to go with the flow.” The CAL organisation is built on the same things that it seeks to teach others: a high degree of self-organisation that allows people to go as far as they wish; use of virtual means as much as possible; seeing VUCA (Volatility, Uncertainty, Complexity and Ambiguity) as something to be enjoyed and leveraged rather than an issue to be feared or solved; being adaptive and agile so it can learn and pivot; and a network of people who get engaged as much as they like. The principles used are the same as those taught: An implicit but powerful sense of purpose within which, for each project, individuals have an explicit clear objective; engaging with skilled and motivated associates tempered by a few simple rules; clear boundaries but freedom both to operate as well as cross boundaries; and robust measurement with a tolerance for uncertainty and ambiguity. The CAL approach, which applies complexity science, has worked wonders for many leaders around the world. Mike McCormick is an example: “After 30 years of management and a very successful career, I experienced life changing leadership through the CAL programme. It exemplifies a real-life train the trainer program. I’ve made a significant impact on my direct reports and their productivity reflects it. The 70-20- 10 approach has influenced my teams on a daily basis and we have savings and cost reductions as a result. The on-line support system created a discipline reflection schedule that holds the team accountable to each other for stretch goal-oriented plans. I’ve never experienced a program that changed my leadership approach to serving others as well as impacting results. This programme continues to impact my life years after the training as I’ve passed on the impact to many others.” So, what does the future hold? The company has grown organically and will continue until it reaches a scale where outside investment makes sense. It’s UK company has a few key clients in Europe and SE Asia and is seeking other MNCs to serve as a quality global provider of organisational, talent and leadership development. In China, with key clients like Alibaba, the Chinese subsidiary will grow to a size which allows it to be independent served by accredited Chinese nationals. The accreditation is more like an apprenticeship so takes time to ensure quality. Future aspirations include establishing further subsidiaries around the world to add depth within chosen markets. When asked what advice he would give others who wish to replicate his success Nick said: “If you have a new idea within the consulting and development field – research it and find evidence to back it up, and then publish. That is half the story. The other half is the ability to deliver it in innovative and effective ways that can guarantee an ROI to clients. The journey is long and hard, rather like climbing a mountain. To get to the top you need an element of sound planning but ability to pivot and adapt, a little bit of luck and a lot of determination. Never give up but know when the weather turns, how to pivot and turn back.” Company: Complex Adaptive Leadership Ltd. (UK) Contact Email: info@ ComplexAdaptiveLeadership. com Web Address: www. ComplexAdaptiveLeadership. com Changing Leadership Mindsets for an Uncertain World g