April 29, 2005
 LeadU NEWS
Vol. 2, No. 17

Published Weekly on Fridays
By Leadership University

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A Note from the Founder – Mike R. Jay, Master
Business Coach
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Leadership Skills for Tomorrow?

I’ve lifted this single prediction from Outlook
2005, originally published in the
November-December 2004 issue of THE FUTURIST. You
can read the entire Top 10 Forecast at:
http://www.wfs.org/forecasts.htm.

Each year since 1985, the editors of THE FUTURIST
have selected the most thought-provoking ideas and
forecasts appearing in the magazine. Over the
years, Outlook has spotlighted the emergence of
such epochal developments as the Internet, virtual
reality, and the end of the Cold War.

Here is one of the editors' top 10 forecasts from
Outlook 2005:

Skills for tomorrow: In the future, even more
emphasis will be placed on skills that cannot be
automated. These "hyper-human" skills include
caring, judgment, intuition, ethics, inspiration,
friendliness, and imagination. Instead of a
"secretary," for instance, you might become an
"administrative response specialist" by developing
your situation-management and problem-anticipation
skills. --Richard W. Samson, "How to Succeed in
the Hyper-Human Economy," Sep-Oct 2004, p. 40

The hyper-human skills come directly from Samson’s
work and are interesting points of demarcation for
leaders of tomorrow, not to mention leaders of
today who must unlearn the emphasis on the hard
skills orientation that dominates most of the
leadership landscape. I’ve heard it said that any
non-hyper-human skill will be automated as quickly
as possible.

Developing these hyper-human “skills” is an
entirely new game.

In Dan Pink’s new book, "A Whole New Mind", 2005,
he outlines six senses: design, story, symphony,
empathy, play and meaning.

To be candid, I have a problem with these skills
and senses.

Here it is plain and simple:

All of these without the ability to execute and
get things done will be meaningless for leaders.
The place will fall down around you while you
exercising these skills using these senses, if you
don’t make CERTAIN, that while you’re "skilling"
and sensing, execution is occurring.

I heartily agree with the idea that a lot of
things are changing, SOME ARE NOT. The ability to
execute, take action and get things done
efficiently, effectively and sustainably,
under-girds all of the opportunity for leaders to
develop these skills and senses. Take away the
ability to execute, the ability to make tough,
unpopular decisions and the need for constant
innovation and your skills will be meaningless.

Leadership is built across domains, not on top of
them!

Differentiating the needs to integrate these new
skills and senses is key to execution, yet without
execution, no personal or organizational success
is sustainable. Remember, whatever integral is—and
the age is upon us—“it has to feed somebody.” Lest
we get caught up in the hyper-human nature of
things and forget that the ability to use power,
accountability, authority and responsibility will
never fade as essential leadership skills.

From the desk of Mike R. Jay, Master Business Coach
Founder, http://www.leadershipuniversity.com

P.S.  Please visit my blog at
http://generati.typepad.com/mrj/ to comment on
this and other articles about leadership.

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F U T U R E  C L A S S E S

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The On Again, Off Again Entrepreneur

Minimizing Conflict, Maximizing Connection

Managing Change Effectively - A Guide to Managing
Organizational Change

Is Blogging a Fad that will Pass or a Sea Change
in Corporate Communications?

How to Create A Product in One-Hour

Women, Ambition & Leadership

Smart Marketing to Women Online

Creative Retirement, Creating Retirement

MINDFUL LEADERSHIP

CPR FOR THE SOUL: Creating Personal Resilience by
Design

COACHING NETWORK RESILIENCE

Herding Cats Part III: Specific Issues in
Physician Coaching

SPIRAL COACHING

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Leadership Skills for Non-Coaches of Physicians

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