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Resilience, curiosity and belonging: The drivers of successful change.

Podcast host Anita Sands | Podcast guest Alia Bojilova
January 12, 2021 | 51 min 38 sec

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Brief summary

In a world fraught with uncertainty, many leaders struggle to drive ambitious change agendas within their organizations. In the first of a four-part series takeover, Anita Sands speaks to Alia Bojilova, to explore how creating a culture of belonging, resilience and curiosity can help overcome the fear of transformation. If you are a business or tech leader, leading your teams through change, this is the podcast for you.


Highlights


  • Resilience allows us to ask the right questions at the right time; the sorts of things that would allow us to tap into the right kinds of capabilities that we have within ourselves, and to deploy them at exactly the time when the outcome of our actions could be most impactful.


  • As a leader, our job is to unpack and help stick along with individuals and think of what is in the way, what are we needing? What are we willing to give and what are we prepared to sacrifice in order to step into that space?


  • There is a connection between resilience and curiosity. [On being held hostage in Syria:] I might stand there in front of something that seems seemingly insurmountable and overwhelming. But if I look at it from a different perspective and from a different angle, perhaps I can find an opportunity in this.


  • Most of the time, when you try to change people's minds about something that really matters to them, all that you are doing is that you are delaying the inevitable. People, go back to what they want to believe. So what if we start off by first understanding what is our reason for wanting that change to occur?


  • How do we create belonging when we are working apart? We still have to have utmost trust and a shared frame of reference, which means that we understand what each other and how each other are going to support one another and how we are going to conduct each other to protect the best interest of the other.


  • What matters most in belonging is intimacy- and that's ability to disclose and to be a human with a fellow human so that they can understand that with you too, there's vulnerability and most importantly, low degrees of self-interest. 


  • Leaders tend to lean on high-performers during tough times, because they know that they can step up and they've got a lot to give. But those high performers also need some replenishment and a chance to breathe. This is an exercise in prioritization, that managers need to be more rigorous and ruthless with their priorities this year.


  • We have now come to a place where we are realizing organizations need to serve far deeper, broader purpose than we initially expected. People expect to go and work for a place where people care about them as more than just a worker. They expect us to care about them as a human being, about their mental health, about their community and what's going on in the world, outside the four walls of the business.

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