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The Mind of the 21st Century Leader: Core Strategies for Business Success

Mindfulness, selflessness and compassion are leadership qualities critical to creating high performing, people-centered organizations. This is the conclusion of research conducted with more 35,000 global leaders from companies like Microsoft, Google, Accenture, Lego, Cisco and others. Organizations and leaders aren’t meeting employees’ basic human needs of finding meaning, purpose, connection and genuine happiness at work. In her keynote as in her book, Jacqueline Carter offers a radical yet practical solution, which has people at the center of the strategy. In this dynamic session, she shares the findings of this research, along with stories from interviews with more than 200 global executives and CEOs of Fortune 500 companies. Join us to learn about this radical redefinition of what it takes to be an effective leader—and a practical, hard-nosed solution to every organization’s engagement and execution challenges.

About Jacqueline Carter:

Jacqueline Carter is an International Partner and North American Director of Potential Project and co-author, with Rasmus Hougaard, of The Mind of The Leader. She has over 20 years of experience working with organizations around the globe to enhance effectiveness and improve performance by applying principles of mindfulness. With a Master of Science in Organizational Behavior and wide-ranging experience supporting organizations through large scale change, Jacqueline has held leadership and consulting roles across many industries, including transportation, oil and gas, insurance and government. She is also the co-author of One Second Ahead: Enhance your Performance at Work with Mindfulness.

Alive at Work: Activating the Emotions of an Agile Culture

70% of workers report disengagement from their work, and the 80% of employees feel that they cannot be their best at work. Why do most people feel the need to shut themselves off at work? Part of it is our biology. The brain has evolved an emotional “Seeking System” which creates a natural impulse to explore our worlds, to learn about our environments, and to extract meaning from our circumstances. The industrial revolution was not good for our Seeking Systems, as organizations were set up to eliminate experimentation and sense of purpose. Today, change happens more frequently, and many organizations are failing because they switch off the part of employees’ brains that produce curiosity, creativity, and enthusiasm.

There are three low-cost ways to activate people’s Seeking Systems:

1. Express unique strengths and perspectives
2. Prompt curiosity and learning through exploration
3. Find a story about the why of work beyond the money

About Dan Cable:

Dan Cable is Professor of Organisational Behaviour at London Business School. Dan’s research and teaching focus on employee engagement, change, organizational culture, leadership mindset, and the linkage between brands and employee behaviors. Dan was selected for the 2018 Thinkers50 Radar List, The Academy of Management has twice honored Dan with “Best article” awards, and The Academy of Management Perspectives ranked Dan in the “Top 25 most influential management scholars.”

Dan’s newest book is Alive at Work, and his first book was Change to Strange. He has published two edited books and more than 50 articles in top scientific journals. His most recent research was published in Harvard Business Review, Sloan Management Review, the Academy of Management Journal, and Administrative Science Quarterly. This research has been featured in the Economist, Financial Times, Wall Street Journal, CNBC, New York Times, and Business Week.

Dan’s clients include Carlsberg, Deloitte, EY, Estee Lauder, HSBC, Ikea, McDonalds, MS Amlin, NBC Universal, Porsche Consulting, Prudential, PwC, Rabobank, Roche, Sanofi, Siemens, and Twitter.