FUTURE LEADERS' PROGRAMME

Employers across the region already identify inadequately skilled workforces as a major constraint to their businesses, including 41% of all firms in Tanzania, 30% in Kenya, 9% in South Africa and 6% in Nigeria. This pattern may get worse in the future. In South Africa alone, 39% of core skills required across occupations will be wholly different by 2020. 

World Economic Forum Report: The Future of Jobs and Skills in Africa, Preparing the Region for the Fourth Industrial Revolution (May 2018)

In 2020, over one-third of skills (35%) that are considered important in today’s workforce will have changed. The aim of the Future Leaders' Programme (FLP) is to provide practical tools and techniques to give the next generation of leaders a way of leading which is aligned to what is required of leaders in this new world of work. FLP has been thoughtfully curated to provide future leaders a range of experiences and opportunities for developing the leadership practices required for leaders of the future, according to research by the World Economic Forum. 

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Candidates will be taken on a leadership journey that will consist of six one day processes over a period of 6 months. It will be coupled with both peer learning as well as a carefully selected mentor whom you will meet with for a crafted conversation once every month for the six months to help nurture you on your journey. The sponsoring organisation will be involved in the selection of mentors for this process. 
 

Criteria for entry and certification

Maximum of 20 delegates. Certification of completion dependent on 80% attendance. The FLP programme aims to build the critical leadership practices for future leaders to help you be even more impactful, engaged and inclusive in your role.

 

MONTH 1 | The Agile Leader’s Toolkit

Cognitive flexibility is a crucial skills for the leaders of 2020. This means that the ability to change course mid-direction is a critical and necessary leadership trait for future leaders. Focusing on the 9 lenses needed to become an agile leader, this is a practical and learner-led experience providing tools and techniques to help increase the cognitive flexibility and agility required to be more productive and impactful in the future world of work. Growing Agile leaders includes the importance of Playfulness as a future leadership practice to serve as an antidote to burnout, disengagement and cynicism, symptoms often associated with trying to resist change and control the current uncertain environment they operate in. 

MONTH 2 | Negotiating Like a Human

Negotiating is still seen as critical in the list of the top ten skills required for 2020. In this session, we will look at the importance of being able to harness the power of sticky ideas for negotiating. We will investigate some of the key challenges for leadership development in your negotiation style and work with elements around personal mastery and opportunities to learn from case studies of some of the world’s top negotiatiors. The session will include tips for pitching ideas, closing deals and negotiating. 

MONTH 3 | Solving Problems with Data and Decision making  

In a world which is overrun with choices around what data to choose and to use in one’s decision-making, where we are confronted with not only “big data” but also “thick data”, what kind of practical models and tools can we use to think better about the kind of problems we need to solve, as well as what data to use to inform more effective decision-making for these processes? In this session you will learn how to critically improve your decision making, make faster, more accurate decisions and enable teams to follow through more confidently with decisions taken. 

MONTH 4 | Working with Blindspots in Lego

Emotional Intelligence is a key critical skill forecast for 2020. As Active Listening which was a fundamental skill for 2015 disappears in 2020, emotional intelligence appears as a new key and important driver. In this process, delegates learn about blindspots and share the blindspots they have noticed in their team mate through building in Lego. The second half of the process focuses on how to address and change the blindspots that have emerged through a focused and new leadership practice. The morning workshop is a safe and meaningful way to address and overcome blindspots.

Getting Unstuck with Glue Guns

The afternoon workshop is a cutting edge learning experience which helps you uncover blockages which might be getting in the way of peak performance. It is immersive and practical and uses glue guns and amplifying one’s own emotional intelligence to understand the relationship between our intention and our impact and how to grow our own inner coach as a response to the voices of judgement and fear. 

MONTH 5 | Creative Courage

Creativity moves up the rung from 10th place to 3rd place in 2020 according to the WEF Future of Work Report. In this day the focus will be on hearing inspiring tales of Creativity from around the African continent with the afternoon spent in a playshop working with and understanding the resourcefulness which comes with creativity and found objects through the concept of the circular economy. Focus is on upscaling materials and leaving with a tangible artefact. 

MONTH 6 | Stepping into Your Future Self Through Lego Serious Play

The culmination of FLP will be in an experience of using Lego Serious Play to explore your new leadership practices and commit to new ways of being and doing in one’s role as a future leader. Time will also be spent in this process on solidifying the learnings in a curated space where you can think, plan and reflect on what is required for the role ahead. You will leave with a clear sense of what is required to build, to dream and to accomplish.

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In closing, from Alessandro Lanteri, Professor of Entrepreneurship at Hult International Business School and Paolo Gallo, Senior Advisor to the Chairman, World Economic Forum Geneva:

Evolving occupations entail a need for humans to rapidly acquire new skills and competences and to learn how to perform tasks that are distinct from those required by their current occupations. The fast pace of change of the Fourth Industrial Revolution rapidly makes skills obsolete and therefore creates a constant pressure to upskill and re-skill. Organizations need therefore to implement serious learning plans for their employees and provide meaningful opportunities to them to expand their skills and competencies through, for example, mobility plans, projects, new initiatives, coaching, development assignment and mentoring. If your organization does not invest at least 3% of the overall costs of staff salaries in learning and upgrading skills, it could be obsolete within three to five years. 

          (What Disasters Teach Us About Mistakes at Work, 21 March 2018)