Engaging and Inspiring the Global Workforce through Future Talent/Future Leader 4.0



Picture1*This is a guest blog authored by Kevin Asbjörnson, an advanced practitioner of Hogan Assessments and global leader and teams’ coach in the Hogan Coaching Network (HCN). The Future Talent/Future Leader 4.0 Model is not a Hogan model. 

According to the World Economic Forum 2022 Skills Outlook report, the growing workforce skills that will be imperative to businesses in the coming years include a more holistic approach to leadership incorporating complex, analytical, innovative, and creative thinking in combination with social influences and emotional intelligence. Lessening in demand will be traditional/transactional and isolated skills such as manual dexterity, memory, personnel management, quality control, time management, and technology management.

There has been intensive publicity and buildup around Industry 4.0 and IoT 4.0. However, the most significant, pending transition of the global workforce concerns preparing people for the future of work. Organizations looking to implement foundational change should look to the Future Talent/Future Leader 4.0, a contemporary, 21st century model of engaging or inspiring leadership.

The Future Talent/Future Leader 4.0, developed by Inspire Imagine Innovate Pte, Ltd., addresses these growing skills gaps through a new model which enables the global workforce to engage the goals and opportunities of Industry 4.0 and IoT 4.0 through:

Personality & Emotional Intelligence (EQ-i)

Perseverance & Resilience

  • Interdependent Collaboration
  • Synthesizer
  • Comprehensive Learning Agility

Perspective

  • Global Mindset (Diversity & Inclusion)
  • Coaching Mindset
  • Whole Brain® Thinking

In our experience, organizations are now realizing that their employment engagement surveys are revealing very limited insight into their employees and actually reflect an overall leadership deficiency and a lack of engaging or inspiring leadership with a coaching mindset, within their organizations. Global citizens are also expressing their dissatisfaction with and disapproval of the leadership of their governments as well as their educational and healthcare systems — which clearly have not advanced to Future Talent/Future Leader 4.0.

The fields of leadership, employee engagement, talent management, personality, and coaching have simultaneously converged, and the collective imperative of leading organizations has become ‘Engage Your Potential, Develop Your Talent, and Focus Your Performance.’ This confluence of disciplines presents a challenge to organizations, as many universities, business schools, consulting firms and leadership development service providers have not progressed their faculty, consultants, trainers, and coaches to align with these changes.

Based on our extensive experience working with global multinational organizations across the globe to improve their leadership performance, potential and well-being, we felt that a new ‘lens’ was needed, through which the talent development conversation would shift. To correct this perspective, I created Future Talent / Future Leader 4.0 — A Human Centric Model Preparing People for the Future of Work, to address the ever-increasing complexity and distributed nature of leadership and to align the global workforce with future leadership capabilities, one individual at a time.

The Future Talent/Future Leader 4.0 Model is built upon 15 years of global executive coaching experience with emerging, high-potential and senior level leaders, and Hogan Assessments.

In spite of a lack of confidence in leadership within organizations, government, and non-government organizations (NGO) that is prevalent throughout the world today, individuals, citizens, and stakeholders are realizing the value and path forward through Future Talent / Future Leader 4.0’s contemporary, 21st century model of engaging or inspiring leadership, to help them achieve their goals.

We are also beginning to realize that the original 70/20/10 guideline for talent and leadership development (70 percent of their knowledge is acquired from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events) has shifted to 60/30/10, to reflect the following characteristics of the global workforce:

  1. Leaders are now expected to be engaging/inspiring leaders who recognize, acknowledge and develop others
  2. Leaders and managers are now expected to develop into leaders and managers with a coaching mindset
  3. Mentors are frequently assigned to leaders, by corporations, to assist with the learning and development of managers and leaders
  4. The outcome of executive coaching and leadership development initiatives is increasingly focused on enhancing the productivity and effectiveness of teams and work groups
  5. Peer-to-peer-based learning and interactive learning groups, with executive sponsorship, have replaced lectures and presentations in the classroom

To find out more and learn how you can help your organization engage the goals of Industry 4.0 and IoT 4.0 via the path forward through the Future Talent/Future Leader 4.0 (‘3 P’s’ Model), please visit https://www.inspireimagineinnovate.com/the-future-talent-future-leader-4-03ps-model.

*Kevin may be reached in Singapore  at his email address, at Kevin.Asbjornson@InspireImagineInnovate.com or on LinkedIn at the following URL: https://www.linkedin.com/in/kevinasbjornson.

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