Studies into the characteristics of highly effective leaders find that ‘vision’ is usually at the top of the list of characteristics. Any individual moving others to sustained and purposeful action would need to be future-facing, goal-setting and inspirational. All that requires an ‘eye on the prize’. There are many leadership phrases using eye-imagery. I’d like to add another: point of view.
A couple of my own recent experiences have hit home to me the power of point of view to stunt or stimulate leadership, to send it in a direction that may turn out in ‘hindsight’ to be right or wrong, better or worse.
I attended a seminar lead by a scientist concerned about ethical leadership in science, specifically designing in ethical considerations within artificial intelligence systems (AI). The people doing the designing are very public in declaring that ethical filters and values will be designed into the systems. Less overt and public are exactly what ethics are being designed in. It’s stated almost as if ethics are ethics and yours are the same as mine so, as long as the AI has ethics, then we’ll be fine. Ethics are a lot like cheese. The stuff you find acceptable might be offensive to me and a significant minority of people are dairy intolerant.
This scientist was calling for more diverse points of view. A video montage of the scientists making a lot of noise and getting a lot of attention around AI did seem to be entirely of a certain age range, nationality and gender. Ethics are hard enough to get some agreement around within a family of four humans. Once you start bringing robots into the equation, it’s complicated and diverse points of view would help.
I’ve been running a series of diversity workshops for a large and established manufacturing firm, mostly around unconscious bias. The firm for the most part has a great track record with diversity. The workshops are a regular United Nations. However, they are behind the eight-ball on gender diversity. They know this and they’re trying. They know what the AI scientists might be a bit late in realising – the dangers in having a highly homogenous worldview – opportunities lost and threats unrecognised. Their customers are diverse. Their community is diverse. Yet, things historical and structural are hamstringing their efforts to counter the imbalance. In short, women aren’t applying for the jobs or those women don’t exist yet.
Most of the AI online customer service ‘robots’ I’ve seen have been given female personas. I don’t know why this is. Statistically a disproportionate number of human frontline customer service roles are female. Maybe the designers took that into account? What proportion of the designers were male? Does it matter? The newer AIs are now quite adept at recognising emotion in the voices and expressions of their customers and adjusting their responses accordingly.
You’re not designing terminators with emotional intelligence. You’re an employer. Maybe you’ve already got balance and diversity in your workplace overall. But, how is it like at the leadership level? What systems, checks and balances do you have in place, now and for the future that will ensure leaders have, develop or access diverse points of view? If through randomness or statistics, you’ve just ended up with a bunch of leaders in your organisation who are all big fans of the Eagles and Fleetwood Mac, there’s a real chance that they’re lacking diversity. But, if you’ve got the right systems and tools, they need not act like it. While you and the world are catching up and eventually defeating glass ceilings and velcro floors, your leaders can still make good leadership decisions. Train and coach them. Provide them with tools. What’s important for each organization is to identify the relevant dimensions, measure them, and make that part of how managers are evaluated. If you want diversity of thought, you have to bring in people around leaders who have diverse experiences. In the meantime, you can ask questions to capture and codify those experiences so the leaders you have at the moment can filter their decisions through those different points of view.
One of my catchphrases for the year has been, “The person who asks the questions controls the conversation”. I’ve been doing a lot of reading around the relative effectiveness of telling people stuff versus asking questions. I like to call the latter ‘structured curiousity’ ABC – Always Be Curious.
The irony here is back with the topic I started on – AI. Experiments have already been done with people reporting to on-screen AI personas. They’re not perfect but they have two skills many current human leaders lack. They do ask questions and they are capable of recognising emotions and adjusting their actions accordingly. These two skills alone would put them in the top 25% of bosses I’ve ever had.
My presentation on change and risk is 2dangerousthingsayear.com
Video series: www.brainbasedboss.com
More ideas at http://gettingbetterbuyin.com/