C-Suite Intelligence

Working with colleagues and clients who come from many cultures, countries, and backgrounds is a hallmark of global business today. But how effective are you when working with people who are not like you? To succeed in an economy that is increasingly diverse, says Taylor Griffin, individuals must adapt to culture and gender differences as well as to a broad range of personality and communication styles. Griffin walks us through some of the challenges and opportunities in dealing with difference.

As we move from a knowledge-based to a “social economy,” leaders must build what Stephen Miles defines as their “social intelligence quotient” or SocQ. This skill goes beyond having one-to-one empathy to being able to connect with the broader public in a way that communicates a company’s purpose and values yet is in sync with the community’s standards. Miles explains how leaders’ SocQ and ability to connect one-to-many are essential to organizations’ survival under the global magnifying glass.

They’re hard to get along with and difficult to manage, but they bring disproportionate value creation to a company, says Stephen Miles. He dubs them “high-beta” executives, and explains how their breakthrough thinking and willingness to take on a business’s most difficult problems can result in massive opportunities for a company and its future. Miles describes the leadership style required to manage the idiosyncratic “high betas” and how to create a place for them to be wildly successful.

Many high-performing executives promoted or hired into a new senior role are “uniquely unqualified” for the position – they have never done that job before. This carries significant risk for the organization, as even the best people can fail when facing scope or scale beyond their experience. But companies can mitigate risk, Stephen Miles explains, if they give people adequate developmental support and ensure that there is strong enough capacity in place to support new talent coming onto a team.

The coronavirus pandemic is challenging leaders at unprecedented levels. Executives are facing the complexity of severe business impact and employee health concerns while they and many employees work from home. But many leaders haven’t led during a crisis, says Stephen Miles; they react poorly, amplify stress, and ignore critical information and advice. Miles provides tools for leading powerfully during this crisis, including how to make decisions, communicate, and engage employees with empathy.