2017 in Review: My First Full Year in the Silicon Valley

2017 marks the first full year I’ve lived in America since college. It has been one crazy year – writing this took almost a week. Here’s my 2017 in review: 5 meaningful things areas of work, challenges + learnings, and hopes for 2018. I’d love to hear about your 2017 too!

  1. Engaging on the global stage: Technology and public good 

2017 started off with the Consumer Electronics Show in Las Vegas, where I was part of a Supersession panel discussing how cities should capitalise on the sharing economy to improve public transportation.

Not many know that this website www.techandpublicgood.com has its roots in CES. Walking around the exhibitions, I understood first-hand the quantum leap in technological progress enabled by data, computing resources, ubiquitous connectivity and algorithmic progress.

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I left CES feeling strangely disconnected. Over the December ’16 holidays, I had read Hillbilly Elegy, a story of middle class decay in America, and had been reflecting on my roots in social, educational and welfare policy. Questions, to which I had no easy answers, became fodder for articles on www.techandpublicgood.com

In total, we have had over 40,000 readers in the past year, including republications on sites such as Smart and Connected Cities and GovInsider.

2017 also brought opportunities to engage with these issues on the global stage.

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At the Singularity University Global Summit in August 2017. Video here.

From January to December, I spoke at 15 events, including:

Artificial Intelligence and Social Good” at the AI Expo in SF;

The Future of Smart Cities” at the WorldsFair Nano,

Self Driving Cars and Society” at AI By the Bay,

Data and Networks in Smart Cities” at Smart Cities Connect in Austin Texas,

The Future of Intelligent Mobility” at Innovfest Unbound in Singapore,

“Self Driving Everything: The Impact on Cities” at the Singularity University Global Summit.

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Facilitating a discussion with Feng-Yuan Liu (Govtech), Doug Parker (Nutonomy), Nick Jachowski (SWAT) and Xinwei  Ngiam (Grab) on the Future of Mobility in Asia. May 201

End-2017, I was appointed Faculty member at Singularity University, an amazing global community which is excited about using technology for social good. I like to think that by the efforts of us all, emerging technology will be used to make society just a little more equal, more cohesive, more inclusive of minorities than before.

What topics on tech and public good do you want to hear more about in 2018?

  1. Connecting with smart city leaders 

2017 also brought opportunities to engage inspiring thought-leaders at the intersection of technology and government. Many have become friends, not just collaborators. These included:

  • Smart city leaders in the U.S. (e.g. Seattle, D.C., Austin, Orlando New York, SF, San Jose)
  • Universities and non-profits examining technology governance (e.g. the Stanford Policy and Innovation Initiative, the World Economic Forum’s Center for the Fourth Industrial Revolution, the Global Foundations Challenge in Sweden)
  • Tech companies seeking to disrupt public services in transportation, healthcare, energy, etc, resulting in many link-ups across borders
  • A wide range of Singaporean leaders who visit the Silicon Valley periodically, including both our Deputy Prime Ministers and delegations from transportation, healthcare, defense, Singapore’s NSF-equivalent and so on

While a popular perception is that Governments are backward and arcane when it comes to emerging technology, my experience couldn’t be more different.

City leaders understand the huge potential of emerging technologies and their specific applications (e.g. AI and IOT applied to smart lamp-posts, self-driving cars, digital health) to solve existential governance challenges: improving outcomes for city dwellers while reducing costs and manpower, reducing traffic congestion as population explodes, moving healthcare systems towards disease prevention, rather than costly treatments.

However, there is tremendous uncertainty when it comes to adopting emerging technology in public services.  

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With my fellow panellists at Smart Cities Connect in Austin, Texas: Rosa Akhtavari (CIO of Orlando) and Kip Harkness (CIO of San Jose)
  • Which use cases are game-changing enough to justify the upfront capital investments?
  • If we need to develop public-private partnerships or purchase solutions from the tech companies, how do we reconcile the trade-offs in data ownership, privacy and algorithmic accountability?
  • How far ahead can we race with experimentation before some of these issues catch up with us?
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Singapore’s Smart Nation team had a deep exchange with Washington DC’s outgoing CTO, Archana Vemulapalli, in November. Smart cities need to find better ways of working together.

In the next 5 years, we will see many successes and failures in the smart cities space.

Failures will be hard for Governments to stomach because ‘losing’ public monies is always more galling than losing private investments.

Yet it is better than standing still. Like it or not, emerging technology is going to disrupt traditional public services such as healthcare, education, city management and transportation.

Governments need to get their foot in early and help make self driving cars, AI, IOT and digital health work for the widest range of city-dwellers possible: not just those who can afford it.  

  1. Building a community among Singaporeans-in-technology

A group of 16-year old girls visited the Silicon Valley in October. They met big names, inspiring founders, judges and venture capitalists. I hosted one of their final sessions, and a question left me ruminating for months. In gist: “many Singaporeans think that living in the Silicon Valley is so much better than living in Singapore. Why are you such a huge champion for Singapore?”

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Hosting a group of 16-year olds visiting the Silicon Valley as part of their school trip

Over the course of 2017, I’ve met over two hundred Singaporeans living the Bay Area. Sure, many reflect on the better career opportunities, weather, outdoor activities and family time available in the Silicon Valley (compared to Singapore).

But I also frequently get asked (1) What’s happening in the tech scene back home? (2) Is there a way to contribute? In a short digital survey conducted at one of my Singaporean-in-tech events, data showed that over 70% wanted to contribute to Singapore even though they might not be ready to move back

In 2018, I want to reflect on what it means to be a country in this digital, globalized age. Perhaps countries will no longer define themselves by their borders but by their people. The Singaporean diaspora is spread all throughout the world, many in highly influential positions (we have CTOs all over the valley!). How can we involve them in our country’s future?

I am also interested to explore who is in this overseas Singaporean tech community and how to engage them in a way that is suitable to their needs and preferences. Case in point: in July this year, Jacqueline Poh, our Chief Executive of Govtech Singapore, spent six weeks in the Valley and wanted to host a dinner with Singaporeans in tech. By then I had met dozens of Singaporeans living in the Valley, but very few women. “How many Singaporean women-in-tech do you think there are in the Valley?” I asked some friends who had been around longer. “5? 10? At most 15 perhaps. Don’t get your hopes up”; most replied.

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Our first Singaporean women-in-tech gathering in July, which sparked a community of volunteers!

Within an hour of posting my invitation on Linkedin, we had reached full capacity of 60 Singaporean women. Data scientists, product managers, investors, software engineers, product and growth marketers showed up in full force. In past events, women formed at most 5% of the attendees – why?  

Singaporeans living in the Valley: how would you like to engage with Singapore’s tech scene more? Singaporeans at home: how would you like to engage with fellow Singaporeans living in the Valley?

  1. Exploring issues facing women and other workplace minorities

2017 was the year that gender-based harassment and discrimination exploded to the public eye in the Silicon Valley. Personally, I also came to identify with the experiences of minorities, upon entering the technology sector as a non-engineer and moving to America as a foreigner in the Trump era.

I’m curious about the experiences of women, and other minorities, in the workplace.

October: Women’s Forum in Paris

An opportunity to explore these issues deeper came up when the Women’s Forum for the Economy and Society sponsored my trip to Paris to share about how technology can keep people in work, and to participate in their Rising Talents program for women leaders under 40.

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I had an amazing four days engaging with women who are doing ground-breaking work, in big tech and start-ups, legal advocacy for girls in war-torn countries, healthcare providers in underserved communities etc. My experience and reflections on womens’ and minority issues here.

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With my co-panellists at the Women’s Forum: May Busch, Heather Cykoski (ABB), Christele Genty (Google) and Elisabeth Moreno (Lenovo).

November: Singaporeans-in-tech: Panel and Dinner 

In November, I led a group of amazing volunteers to organize a panel and dinner with Singaporean women-in-tech, who shared their career journeys in the Bay Area. Our event was over-subscribed by both men and women, Singaporeans and non-Singaporeans. The panel was honest, thought-provoking and inspiring.

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From L-R: me, Yen Low (Netflix), Aihui (Edgilife), Joo Lee Lim (GIC), Aakriti Agrawal (Blend)

A memorable moment was when I asked the panellists which Singaporean mindsets which helped and hindered us in the Valley. Aihui Ong, founder of Edgilife, shared how her Singaporean comfort with multiculturalism subconsciously shapes her hiring decisions – Edgilife is one of the most diverse start-ups in town (represent!)

Yen Low’s dogged Singaporean attitude enabled her to acquire data science skills and become a respected member in a male-dominated field at Netflix. Aakriti and Joo Lee shared the challenges of breaking into a market where they had no prior networks, plus tips for putting yourself out there and developing a ‘personal brand’ – something many of us did not have to do in Singapore (in fact it can be frowned upon in Singapore).

I could almost hear a sigh of relief from the audience (and certainly myself) when these accomplished women shared their experiences so candidly.

Hearing from fellow Singaporeans helped many attendees normalize, rather than personalize the uncomfortable experience of being a foreigner who needs to ‘break into’ the prevailing culture. Dozens sent me private messages afterwards to ask if we could have more of such conversations in the Singaporean community, and volunteered to help put more events together.

December: Asia Society Women’s Leadership Breakfast

December rounded off with an Asia Society womens’ leadership breakfast, where I had the opportunity to discuss issues facing Asian women in the Silicon Valley with Shie Lundeberg (Google), Shirley Ma (McKinsey), Tina Lee (Mothercoders) and Katie Benner (New York Times). Another eye-opening conversation, another set of inspiring women.

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The minority experience is one of constant reinvention, and defying – even overcompensating for – stereotypes. It is never quite feeling like an insider. I come out of 2017 much more aware of the responsibilities that majorities have in making workplaces and common spaces inclusive, and the responsibilities of minorities to support each other in a way that does not become exclusive or incendiary.

  1. Pursuing my passion for coaching

Finally, I enrolled in an 8-month coaching certification program in 2017. Though I’ve done this informally for many years, a personal goal is to master the art of helping people become more effective in achieving their goals. A workplace relationship they want to improve? A difficult conversation with their boss? Managing a major transition healthily? Fixing communications breakdowns? Becoming the boss for the first time?

Coaching is about creating that safe space for someone else to explore different perspectives, widen their options, and stay accountable to committed actions. I don’t know about you, but I find that the busyness of adult life makes it difficult to break out of old patterns, even if they are inhibitive to our professional and personal goals. Developing a coaching relationship is one solution.

In 2018, I’ll be writing more on the topic of coaching and leadership, building on these three articles that I wrote in 2017.

As part of my course I’ll also be taking on coaching clients starting in February, so do get in touch if you are interested!

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With my coaching Learning Group: Mahesh (a Paypal engineer), Deborah (an Episcopalian priest), Oliver (an actor and facilitator), PK (a sales consultant) and David (a Chief Compliance Office).

Challenges in 2017

2017 has been one of the most exciting and challenging years of my career to date. I’ve learned that I enjoy the ‘start-up’ life: experimenting, iterating, pivoting, and finding that elusive ‘product market fit’.

However, like any start-up, work is fraught with high highs (the market is responding; this is what is needed!) and low lows (what am I even doing?). I’ve learned to follow my convictions, amidst the many confusing signals about what I ‘should be’ or ‘should not be’ doing.

Fortunately, I have amazing, progressive bosses (Kok Yam and Chee Khern) who have given me so much latitude and trust. This is definitely NOT a traditional Government posting. I also have many, many brilliant, supportive co-workers across the Singapore public service who are just a call away (shout-out to Daniel Lim, Feng Yuan,  Mark Lim, Jacqui, Pui San, Rebecca, Shi-Hua, Chor Pharn, Titus, Kai Jit, Yang Boon, Simon Phua, Victor Tan, Stanley Leong, Lynn Khoo, Kenneth Teo, Melanie Tan, Heng Jie, Brandon, Sidra Ahmed… the list goes on). My husband, who is doing a PhD in statistics at Stanford, has also been an incredible support at work.

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End-of-the-year sunset in Southeast Asia

Nevertheless, I’ve realized that the extrovert in me needs a team in the same geography to be collaborators, sounding boards, and ultimately to start scaling up. Thankfully, I’m expanding the team in 2018, and plan to work much closer with other teams in the Bay Area!

I also need to work on pacing myself better in 2018. In my impatience to adjust to a new job, new country, new baby, new home and new community, I ended off 2017 very tired.

Thankful for some much-needed down-time by the ocean, with family!

Bring it on, 2018.

I enter 2018 with a mood of curiosity.

How can I serve the world, and my local community, in 2018?

Which direction should http://www.techandpublicgood.com take?

How can we shift the relationship between tech companies and Governments from defensive regulatory battles to co-creators of a more inclusive equal, and cohesive societies, assisted by technology?

How should countries think about their economic strategy in a digital, globalized age, where physical borders matter less and less?

How can we build workplaces and common spaces that are inclusive of minorities?

There is so much more to learn and contribute to the world. There are so many more relationships to build and deepen. I’m excited.

I’d love to hear about your 2017 and your hopes for 2018! 

 

 

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Smart Cities Connect 2017 – Interview and Takeaways

I was in Austin, Texas, in June to represent Singapore at Smart Cities Connect 2017. I  participated in a panel on Data and Networks with the CIO/Chief Data Architects of San Jose, Orlando and Austin; served as a reviewer for eight Urban Mobility Start-up pitches, and had incredible side-meetings with CTO/CIOs across America. In an interview with Chelsea Collier, Smart City Connect’s Editor-at-Large, I shared some takeaways:

An Interview with Karen Tay, Smart Nation Director, Singapore

By: Chelsea Collier, Smart Cities Connect 

Chelsea Collier [CC]: I’m so happy to have you here at Smart Cities Connect.

Karen Tay [KT]: Thank you, I’m glad to be in your city after you visited Singapore a few months ago.

CC: I was so blown away not only by what you all are doing, but how you’re doing it, and how intentional and collaborative everyone in the government proper is. I was very very inspired by what I saw there.

KT: Thank you, yes it’s not without challenges. I think one of my takeaways from this conference is that we all face the same challenges, and part of it is organizational: how we are set up in a way that gets all the different domains to collaborate on Smart City Projects. That is not something that comes naturally because we are so used to working in silos. By setting up a smart city team (typically within the CIO or CTO’s office), actually many cities in the U.S. are doing similar things to Singapore. 

CC: Good, and I’m so excited that there’s so much progress being made just in the past year. This is the second time we’ve done this conference, the first time was in June here in Austin in 2016, and just in that span of one year I’ve seen so many cities go from intention, and more of an ethereal concept to really launching into strategic conversations and into pilots, and talking about scaling. So I’m impressed by how quickly it’s moving. It might not feel that way on the city side because you’re there day in and day out but from the outside world it’s really exciting.

KT: Definitely and I think it’s also driven by compelling use cases. One of the great people I met at this conference was Rosa Akhtarkhavari, the Orlando CIO. She talked about how the Orlando shootings really brought to the fore some of the technology needs that needed to be met and how they’re now going to build video analytics capabilities. I think it’s always driven by the use case. You cannot build too far ahead without the use case in mind. And I think that’s what driving the speed of progress.

[NB: during the Orlando nightclub shooting in 2016, Rosa’s ideal scenario was if she could pump the secondary shooter’s picture into the system, and analytics at the edge could flag out which locations the secondary shooter was seen. (Rather than to bring all the video feeds in and analyze in the cloud/data center, which would slow things down). However, she found that current capabilities did not allow for that.]

CC: Perfect. So any big lessons learned these past couple of days, or what you’ve learned that can benefit you back at work?

KT: I think one of the dominant themes of a smart city conference in the U.S. is how are you going to pay for this digital infrastructure.

In Singapore we are prudent with how we spend but I think we are fortunate that we have the resources to build some of these things. But what I really took away is that even if you have the resources, you have to have discipline of thinking about the economics of it.

I really appreciated the discussions like Chicago collaborating with the university, or San Jose working with a company that’s willing to sponsor a lot of these sensor deployments, or even companies like Civic Connect, which are saying “well, our funders are okay for us to pay for this free of charge to the city as long as we have a business model which will reap the benefits”. I think in Singapore we will benefit a lot from thinking about this economic discipline, just as the U.S. is forced to do. I think that was one of my main takeaways.

However I also think that the government cannot run away from paying for some of these services. It cannot completely be left to the private sector because of this idea of digital inclusion. Fundamentally, the government needs to be able to ensure that use cases which will not yield economic returns will still be accounted for. Who else could do that in society? 

[Another key takeaway that I did not mention in the interview concerned privacy in smart cities. All cities – especially American – want to change the narrative that lumps “surveillance” with “data collection”. CIOs recognize that if there is the capacity to identify people for serious crimes such as terrorism, there is the capacity to identify anyone else. Hence the issue is not about limiting our capacity to do identify people through video footage, but ensuring predictability, accountability and transparency in how the data is used.

Cities need to give citizens utmost assurance in this regard. I believe Seattle has a good model to learn from: Seattle put in place a privacy “self review” process, where every department seeking to launch a technology solution has to undergo a “self review” according to the 6 privacy principles (which were established a few years ago). Any technology project that collects data also has to pass through the City Council’s approval. “At-risk” cases are flagged up by the city’s Chief Privacy Officer in the CTO’s office. She advises on precautions and typically pushes them to conduct a public consultation.]

CC: I think as the public sector and the private sector get more comfortable working together they can have strategic and very honest conversations about that and everybody can own their piece of it. And there’s just no time to waste, the problems aren’t getting smaller. They’re only escalating and technology has the potential to really help make some headway there.

KT: I think so. I think there are problems like homelessness, inequality, access to healthcare – all these are big problems waiting to be solved and technology can. It’s a matter of having those conversations.

CC: Perfect. So glad you’re here. Thanks for joining us.

KT: Thank you.

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Three harmful ideas about leadership (and shifts you can make)

Leadership and coaching has been a one of my side interests for the longest time. I recently wrote 3 Tips for Middle Managers in “Day 2” Organizations. This article goes a little deeper – challenging us not just to take on tips, but to fundamentally reorient our (often sub-conscious) mindsets.

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What makes these guys great leaders? Source: Source: http://www.zimbio.com/photos/Mark+Zuckerberg/Jeff+Weiner a caption

What makes a great leader? Is it inherent?

The Silicon Valley is known for some really great leaders (and some very terrible ones – but that is a story for another day). CEOs like Mark Zuckerberg and Jeff Weiner are famous for creating highly productive workplaces – where people feel empowered to solve problems in creative ways and teams are more than the sum of their parts.

How did they become great leaders? Is the ability for good leadership somehow inherent to these individuals, or inherent to a particular breed of (young) (engineering-minded) people?

I don’t think so. Rather, I believe leaders like Zuckerberg and Weiner simply grasp what it takes to lead successful teams in the new economy, which can be characterized as a rapid series of disruptions whose timing and nature are difficult to predict. The skills-sets needed to help a company be continually successful are evolving faster than before.

Hence, in the new economy, good leadership is less and less defined by subject-area expertise, and more and more defined by the ability to hire well and create the conditions for talented individuals to propel the business forward, such as trust and autonomy.

Unspoken assumptions about good leadership held me back

Changing a leadership culture in incumbent organizations is arguably more difficult than setting up new ones like Facebook or Linkedin. I believe that more than anything, it is the subversive assumptions about good leadership that hold us back from adapting.

In the Asian context (the roots may trace to patriarchy), much of the subconscious narrative around “good leaders” centers around three characteristics:

  • Teachers, who impart years of experience in subject matter or organizational navigation to team members
  • Protectors, who shield their teams from the vicissitudes of the workplace so that they can focus on their tasks
  • Lonely heroes, who personally soak up the stress and always present a calm front to superiors, peers and team members

The problem with this definition is that it assumes a certain hierarchy in knowledge and ability that is inconsistent with the dynamic and evolving needs of the new economy. It drives leaders to limit, rather than unlock their team’s potential.

My Turning Point: Three Big Mindset Shifts

For a good 2.5 years of my leadership journey, I was unaware of that I held these beliefs. It was only when I attended a 5-week leadership training programme in 2015 that these assumptions were unearthed. The training included a 360 degree feedback exercise which 15 staff, 15 peers and 2 superiors filled in anonymously, group and individual coaching, and leadership simulations.

Through the course, I realized that I needed understand my role as a leader differently in order to truly unlock the potential of my team. Here are the three mental shifts I had to make:

  1. From Teacher to Coach

The first shift was to see myself as a coach, rather than a teacher. Most leaders feel safe when they know better than their teams. It is a natural way to garner respect and confidence from the team. When I started my first managerial position at 26 in a team that was older and more experienced, I constantly asked myself what areas I “knew better”, so that I could establish value by imparting some sort of wisdom. That was not a good move. This mindset made me unnecessarily (and subconsciously) controlling.

When leading a team, the right starting point is not I, but them. A leader who primarily sees himself as a coach believes in the potential for each member to bring some magic to the team which he cannot. This is more in line with the reality of the new economy, where what we need to know is rapidly evolving.

A coaching leader also understands that every member has both personal and work objectives when they arrive at the office. He gets to know these objectives and is committed to helping them achieve it. He acts as a mirror, a challenger and supporter, as the individuals pursue their objectives.

Grasping the shift from teacher to coach invigorated me. I started to see team development not just as “making the team better at their work (in the narrow way I defined ‘better’)” but unlocking the potential of every member. This opened up whole new spaces of interaction, especially with team members who had gained mastery at their work. We probed into issues such as helping a highly intelligent but quiet woman contribute more during debates, helping a team member change an overly confrontational communication style, and working through an unhealthy competitive dynamic between two members. I believe we grew individually and became a more productive team.

A coaching approach also set me free. Instead of trying to solve their problems, I saw clearly that my responsibility was to help them understand themselves and take steps towards their objectives, thereby maximizing the potential of my team without bearing unnecessary burdens.

  1. From Protector to Challenger and Collaborator

The second shift is moving away from a “protector” mindset, which can really hold your team back.

At a management course, I was asked to draw a picture representing my relationship with my team. I drew a picture of a sheep pen and shepherd. Very noble, one would think. And why would it be the wrong solution? My team gave positive feedback about my protector role: I made things clean, structured and efficient so they could deliver the outcomes. Navigated the politics on their behalf. Reading the 360 degree feedback, I felt like I was doing a good job at leading.

I had not realized that delivering on ‘work outcomes’ and having a happy team did not mean I was succeeding in unlocking their potential. My role was to prepare each team member for the next bound of leadership, not to keep them happy within the current role.

I needed to be generous enough to allow them to experience frustration, ambiguity and conflict. To give them a safe environment to face some of this messiness down themselves; to decide what was the right thing to do, how firmly to stand, how much compromise they were willing to make; to stay confident when people disagreed and made things personal. This is what it means to move from the role of a “protector” to “challenger”.

It also struck me that leaders need to move from the role of “protectors” to “collaborators”. One leadership simluation drove the point hone. Each one in our cohort of fourty was assigned a role in an imaginary organization – either a “Top”, “Middle” or “Bottom”. We had to maximize some outcome in a tight timeline (I believe it was about accumulating shoes…). Instructions would be given to the “Tops”, who would then hold meetings with “Middles”, who would execute the tasks with their teams. Every 20 minutes, we would pause and give each other feedback.

One of my friends who was a “Middle” faced a huge uprising from his team. They fed back that they could not trust him because he was not being transparent with them; he seemed to be concealing some instructions. He said that the instructions were changing so quickly and he wanted to establish some clarity before communicating with him. It struck me that when we hire top talent, they want agency, they want to be collaborators – not sheep that are protected. “We want to discuss as a team how to address ever-changing instructions, rather than have you hide some instructions from us to protect us.”

  1. From Lonely Hero to Highly Networked with Peers

My final shift involved understanding the value of being tightly networked with my peers. If you subconsciously see yourself as a protector and teacher, you will start to become isolated because you perceive your role as constantly “helping” and “giving”, absorbing difficulties for others, being a hero.

However, if you shift your perception of what good leadership entails: moving from teacher to coach; from protector to challenger and collaborator, you will start to see yourself as needing a community of people who can serve as your coaches, challengers and collaborators.

There is no better group to do this than your peers. Yet many of us neglect our peers as we spend time managing upwards and downwards. I remember a piece of feedback from several of my peers, which said, in gist: “Karen is super effective at bringing us together and helping to get cross-team projects done, but we wish she would tell us more about herself – what she thinks, what she likes, what she feels about issues.” I reflected on this feedback with my coach, and realized that I resisted being vulnerable with my peers because I believed I should not be a burden. It was an unhealthy belief not just for me, but evidently for my wider organization.

This insight, along with the intensive group coaching I went through with 5 peers during the course, made me understand that good leaders cannot be lonely heroes. We must be tightly networked with peers for accountability, challenge, support and perspective. As we seek to navigate a far more volatile and ambiguous economy, this has never been more important.

Conclusion

I’ve argued that the new economy demands a new style of leadership, but subconscious, subversive beliefs about what makes a good leader can severely hold us back.

Which of the three shifts: teacher to coach, protector to challenger and collaborator, lonely hero to networked – do you feel is holding you back?

Realizing this is a great first step to working through it and becoming a leader who can truly unlock the valuable human potential that is in your team, just as Facebook, Linkedin and Google do in theirs.

 

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Afternote 1:

These principles do not apply equally to all jobs. For example, professional skills still require superiors to play a strong teaching role, although seniors need to be open to learning from younger doctors who might have a stronger grounding in technology. Another example is when the team is new and needs to be taught basic skills.

Furthermore, a focus on bringing out the potential of your team and being a good coach does not mean that you cannot be firm, especially with people who are not motivated, or whose goals are wildly disaligned with that of the organization. I have examples from my own experience, but that is a story for another day.

Afternote 2:

I have a strong interest in coaching and will be undergoing training in the next year. If you’d like to experience coaching, I can point you towards resources and possibly be your coach within the next few months once I’ve received my training.