What defines a wise leader nowadays?

We often feel grateful for our achievements, letters of appraisal, and recognition. We then think our careers will navigate outer space like rockets propelled by one powerful energy burst. However, even if your career has brought you pride, it is crucial to avoid complacency.

Shakespeare wrote in "As You Like It",

"The fool doth think he is wise, but the wise man knows himself to be a fool."

Refrain from being content with what you think you know and have already accomplished. Instead, embrace change, develop self-awareness, and continuously seek new knowledge. Remember that, in nature, the 'alpha male' will soon be replaced by a growing skilled new leader in the group.

In the existing high-speed-tech world, it is also to hear the words of Charles Darwin:

"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change."

Learning and adaptability matter, right?

Wisdom for change

In a recent meeting, we discussed what 'wise leadership' truly means in the face of continuous change. We examined the readiness to face and leverage the impact of new technologies like artificial intelligence and quantum computing, the growing concern about environmental degradation, the unsettling (crazy!) political landscape, and the diminishing empathy in our society. Are these challenges new, or are we simply witnessing their acceleration and amplification due to the latest developments?

I go back to some articles from the past decades about what was once called Wise Leadership. A Harvard Business School 2011 article states,

"Wise leaders demonstrate six abilities. They make decisions based on what is good for the organization and society. They quickly grasp the essence of a situation and fathom the nature and meaning of people, things, and events. They provide contexts where executives and employees can interact to create new meaning. Phronetic leaders use metaphors and stories to convert their experience into tacit knowledge that others can use. They exert political power to bring people together and spur them to act. And wise leaders use apprenticeship and mentoring to cultivate practical wisdom in others."

So, what did we miss from that perspective? Or should we reconsider it, given the scenario we face 13 years later?

According to the University of Chicago Center for Practical Wisdom, "Leadership wisdom is the combined use of awareness, experience, and insight to set direction, empower people, ensure well-being, and guide activity to achieve lasting results."

What we can learn from the past two or three years

Let us get one factor: the pandemic and the use of technology to work.

According to the University of Chicago definition, self-awareness involves experiencing insight, empowerment, and ensuring well-being.

What could be accomplished through Zoom, MS Teams, and Google Meet during the pandemic was incredible, but now, as we return to the office, we rediscover the value of face-to-face interactions. Can the "new normal" and the "new old normal" coexist?

It is great to once again engage in in-person conversations, knock on people's doors, and have quick chats at the cafeteria, which benefit both business and personal perspectives. However, after the upheaval of 2020 and 2021, are we falling back into old patterns—looking at the same walls, talking to the same people, drinking the same coffee, and reading the same articles as everyone else, yet expecting different outcomes? It does not seem like we are preparing our teams for change.

With much more information available nowadays, do we need to read 200 articles instead of 20-30 daily and get everyone in the same meeting room to discuss? I don't know. Can we alternatively find a way to continuously bring the fresh air of new technology, cultural nuances and perspectives enabled by technology? Definitely, yes!

So, what can such leadership for change be?

Many more segments of the industry will be impacted by the development of new technology, external market forces and flows of people with different levels of digital literacy getting to both the labour force and the consumer market.

Here are a few thoughts on leadership wisdom for change. These points are far from complete, as the topic should keep evolving and are empirical rather than scientific:

• Develop Positive Self-Criticism: Understand that there will always be something new. We can learn it or know who knows it.
• Be Curious: Do not take life's experiences for granted. Travel, meet, and explore different experiences with the curiosity of a newborn. Learn from others with open minds, eyes, and ears.
• Have a Genuine Interest in People: Remember that people are employees, buyers, consumers, regulators, and those we must serve. Understand their fears and dreams by looking deeply into their souls. At the same time, get the most out of each interaction and expertise that is available to you.
• Be Passionate About Problem-Solving: When you love your challenges, you learn from all sources and redefine how to read your problems. As Socrates said, someone worked hard to learn something. Do not be selfish: leverage it! At the same time, avoid analysis paralysis—one day, you must have the guts to decide.
• Adopt Change: Yes, live interactions are reachable and enjoyable. However, pay attention to the benefits that the latest technologies bring. In the past two weeks, I participated in a board meeting in Miami, met government officials for a new project in Lisbon, talked about business opportunities in Monaco and Sao Paulo, and walked with my dogs in Frankfurt. For all that, I met incredible people, learned in every meeting, took just two flights, and spent two nights in a hotel.

Last but not least, the pandemic, recent wars, energy price inflation, political shifts, and the speed of adoption of new technologies teach us how connected we are to each other and the other agents of our environment. Suddenly, we all suffered lockdowns, but nature recovered (though not enough). Leaders' wisdom for change needs to incorporate more than tech readiness; they also need to understand the system (and people) in which different agents operate.