Operations
More than just being able to communicate, being a leader in today’s world requires a tremendous amount of self-awareness and, in turn, a more rounded knowledge of situations where one’s understanding may be faulty.
of the past 12 years, compounded by the erratic and volatile US elections, the pandemic, Brexit and the war in Ukraine. And, if this was not enough, as we barely manage to navigate and stay above the waves of change, AI models have gradually, then suddenly, progressed from beginners to ‘superhumans’ at a huge number of tasks. They can pass the bar exam and write 40% of the code for a software engineer. The computing power of computers used to train AI models have increased by a factor of 100 million in the past ten years. When investigating the specific moment at which the computing power dramatically rose, it has been within the past two years.
Catering for clients amid a chaotic world What does all this mean? It is clear that more of the problems we are facing, and are going to face in future, cannot be solved by merely using our past experience as our benchmark. Indeed, we are no longer able to make good predictions based solely on our know-how or intelligence. The complexity of today’s issues is now beyond our lifetime experience and knowledge. We have reached our experiential use-by date. Our monumental employment challenges are threatening the stability and sustainability of the global hospitality industry and the leadership skill development of 20 million hospitality managers is critically under- resourced and not fit for purpose. To aid our search for a different kind of non-linear
thinking that will prove more useful in the modern age, RESILIR has partnered with the INNER DEVELOPMENT GOALS (IDG), a non-profit organisation for inner development, and ‘matched’ our psychological practice with its framework of skills and qualities that relates to what is needed to successfully work with complex societal issues.
Hotel Management International /
www.hmi-online.com
IDG’s key questions ask whether today’s leaders are equipped to deal with tomorrows issues and what skills do leaders need to help them address today and tomorrow’s challenges? To support existing leaders, their legacy and the generation of leaders in the making, self-awareness, psychological safety and compassionate leadership are three concepts from psychological science that have now become essential. The IDG also identified what skills we need to
develop to meet the leadership challenges of our time, then grouped these 23 skills into five categories in a process led by the University of Gothenburg, Sweden. While all 23 skills merit attention, when 1,000 experts were asked what the most important leadership skill is for our current and future leaders to thrive, 813 of them ranked self-awareness as the most important. During the evolution of the human brain, our cortex grew so we could learn, interpret situations and generate memories. A truly remarkable kind of self- awareness developed called metacognition. Sure, it is a big and fancy sounding word. Do not be afraid, however; simply put, metacognition is about knowing when you know something, knowing when you do not know something and knowing what to do when you actually do not know something. Therefore, metacognition is essentially strategic self-awareness. Now that scientists have demonstrated that
intelligence and self-awareness are independent of each other, while intelligence helps us to get things right, it is our metacognitive sensitivity that allows us to know when we are wrong. In other words, people with higher metacognitive sensitivity make better predictions in the presence of uncertainty. Self-awareness has been identified as a meta-skill
with the broadest reach of impact and great benefits: ■ improves decision making and team performance
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