ESCP ALUMNI magazine - Special Issue 2022 - 101

Consulting
Business Life
* Have a bold intent for the future
* Look from other s takeholders'
worldview and create a road map to
the future
* Are self-aware
First and foremost, disruptive leaders
seek to be uncertain. They are curious
for the sake of their own education
and curious about others' motivations
for ac tion. To inspire a change in
course, you need to change how
people see a situation -and you
cannot help them see a situation
differently until you deliberately ask
about their current view of a given
situation. Having a bold intent for the
future also is of utmost importance.
It is imperative for leaders to create
a clear and compelling vision for the
future. When people can see the
future a leader envisions, they are
better equipped to begin the work of
bringing that vision to fruition.
Then leaders must shape a road map
to the future. People want to know
that their leaders have a plan-even if
it is a high-level direction. That does
not mean the path is guaranteed to
lead to success, but it is a plan of
action and a place to start. When it
no longer works, acknowledge what
went wrong, determine what needs to
change and forge ahead.
Finally, disruptive leadership is rooted
in self-awareness, star ting with a
willingness to examine automatic
thinking and go-to strategies; and
the effectiveness and impact of one's
actions. That alone takes courage.
There are numerous rewards to
reap for taking on the risk of failure.
They come in the form of the talent
that is unleashed, the vision that
drives people to achieve what they
did not think was possible and the
oppor tunity to invent a future that
does not yet exist.
How to Get Started
Se l f - disrupt ion begins with an
acknowledgement of room for growth.
No leader has ever " maxed out " his
or her potential
for development.
There are always ways to elevate
one's leadership, and a leader must
be willing to ask, " How? " to begin the
journey. The next step for leaders is an
honest examination of their practices
and their interactions with others. It is
crucial to ask: " What am I committed
to as a leader? Do I have ways of
leading that are not consistent with
this? " Inconsistencies identified here
offer a starting point for evolving and
transforming one's leadership.
Leaders must also consider to what
extent the people around them are
thriving. Is the organization meeting
its expectations, and what role does
leadership play in that? And as many
executives know, it can be very lonely
in the C-suite. It is up to the leaders
to identify and cultivate relationships
that can provide them feedback on
what is working and what is not and
to set the tone and give permission to
offer that feedback.
A courageous leader is not
afraid to ask, " What is it like
to work with me? " or, " What
do I do that is not working for
you or your team? "
To investigate one's own leadership
st yle and how it af fec ts others is
crucial work: Leadership sets the tone
for an organization, and that is where
all transformation begins.
Self-disruption
begins with an
acknowledgement
of room for growth.
No leader has ever
" maxed out " his
or her potential
for development.
There are always
ways to elevate
one's leadership,
and a leader must
be willing to ask,
" How? " to begin the
journey.
ESCP Alumni Magazine Special issue ❙ 2022
❙ 101
ESCP ALUMNI magazine - Special Issue 2022

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