The crisis of leadership -- and a new way forward
-
0:01 - 0:03Bryn Freedman: So you keep
talking about leadership -
0:03 - 0:06as a real crisis of conformity.
-
0:06 - 0:08Can you explain to us
what you mean by that? -
0:08 - 0:10What do you see as a crisis of conformity?
-
0:10 - 0:13Halla Tómasdóttir:
I think it's a crisis of conformity -
0:13 - 0:17when we continue to do business
and lead in the way we always have, -
0:17 - 0:19yet the evidence is overwhelming
-
0:19 - 0:22that the world needs us
to change our ways. -
0:22 - 0:24So let's look a little bit
at that evidence. -
0:25 - 0:28Science has told us
that we're facing a climate crisis, -
0:28 - 0:30yet 40 percent of board directors
-
0:31 - 0:33don't think climate belongs
in the boardroom. -
0:34 - 0:36And we have kids marching
in the streets now, -
0:36 - 0:39asking us to be accountable
for their future. -
0:40 - 0:42We have a crisis of inequality.
-
0:42 - 0:45We have Yellow Jackets
not just in the streets of France, -
0:45 - 0:46but all over the world,
-
0:46 - 0:48and yet we continue to see examples
-
0:48 - 0:52of businesses and other leaders
fueling that anger. -
0:53 - 0:55BF: Do you think
the pitchforks are coming? -
0:55 - 0:57HT: I definitely think
this is not sustainable. -
0:57 - 1:00And the reason why it's so difficult
-
1:00 - 1:04for us to deal with these complicated
crises that are interrelated -
1:04 - 1:07is that we are at the lowest levels
of trust we've ever been at. -
1:08 - 1:10In the UK, three percent of people
trust their government -
1:10 - 1:12to solve the Brexit crisis,
-
1:12 - 1:13and that was in December.
-
1:13 - 1:16I think it's probably gone
down since then. -
1:16 - 1:19BF: What do you think
new leadership actually looks like? -
1:19 - 1:21HT: We need courageous leaders,
-
1:21 - 1:23yet they have to be humble.
-
1:23 - 1:26And they have to be guided
by a moral compass, -
1:26 - 1:30and the moral compass is the combination
of having a social purpose -- -
1:30 - 1:32you can't have your license
to operate anymore -
1:32 - 1:35without a purpose
that contributes to society, -
1:35 - 1:40but what, to me, has been missing
from that dialogue is a set of principles. -
1:40 - 1:42We cannot just define why we exist,
-
1:42 - 1:45we have to define
how we're going to do business -
1:45 - 1:46and how we're going to lead.
-
1:47 - 1:50And to us, that has to be
to solve these imminent crises: -
1:50 - 1:52the climate crisis,
-
1:52 - 1:53the crisis of inequality
-
1:53 - 1:54and the crisis of trust.
-
1:54 - 1:56So at The B Team,
-
1:56 - 2:00we embrace sustainability, equality
and accountability as our principles. -
2:00 - 2:06BF: Do you think this whole question
of purpose is really window dressing -- -
2:06 - 2:08they're saying what they think
people want to hear, -
2:08 - 2:11but they're actually not making
the fundamental changes -
2:11 - 2:12that are necessary?
-
2:12 - 2:14HT: A lot of people feel that way,
-
2:14 - 2:16and I think there's a growing
momentum behind that. -
2:16 - 2:19So I think the world is calling
for responsible leadership now, -
2:19 - 2:22and any leader who wants
to be around for the 21st century -
2:22 - 2:25really needs to start thinking
courageously and holistically -
2:26 - 2:28how they're going
to be part of the solution -
2:28 - 2:29and not window-dress anymore.
-
2:29 - 2:31You have to do it for real now.
-
2:31 - 2:33BF: Do you see anybody
out there who's doing it -
2:33 - 2:36in a way that you think
is actually effective -
2:36 - 2:38and has a real, long-term impact?
-
2:39 - 2:41HT: Fortunately, we have
some great leaders out there. -
2:41 - 2:43And just to give one example,
-
2:43 - 2:46Emmanuel Faber, who's one of the newest
members of The B Team, -
2:46 - 2:47he's the CEO of Danone,
-
2:47 - 2:50the world's largest yogurt-maker
and major food company -- -
2:50 - 2:51a real global company.
-
2:51 - 2:53He's so committed to sustainability
-
2:53 - 2:56that he's not only changing the ways
of his own business, -
2:56 - 2:58but his entire supply chain.
-
2:58 - 3:01He's so committed to equality
that when he took on as CEO -
3:01 - 3:03and he said gender balance matters,
-
3:03 - 3:06he created a gender-balanced
executive team -
3:06 - 3:09and gave men and women
equal maternity and paternity leave. -
3:10 - 3:12He's so committed to accountability
-
3:12 - 3:15that he turned his US operations
into a B Corporation. -
3:15 - 3:18Now many of you may not know what that is,
-
3:18 - 3:20but that's a company
that holds itself responsible -
3:20 - 3:23for not just profit but its impact
on people and the planet, -
3:23 - 3:27and transparently reports
on their performance on all of that. -
3:27 - 3:29It's the largest B Corp in the world.
-
3:29 - 3:31So to me, that's holistic,
courageous leadership, -
3:31 - 3:34and it's really the vision
we all need to hold. -
3:34 - 3:36BF: Is this "Back to the Future"?
-
3:36 - 3:39I mean, I wonder,
when I think about companies -- -
3:39 - 3:42Anheuser-Busch comes to mind in America --
-
3:42 - 3:45a 100-year-old company
that invested in its community, -
3:45 - 3:46that gave a living wage
-
3:46 - 3:49before it ended up, you know,
losing and getting sold. -
3:49 - 3:54Are we really looking now for companies
that are global and community citizens, -
3:54 - 3:57or is that something that is not
even useful anymore? -
3:57 - 4:01HT: Well, you can do this for the reason
that it's risky, actually, -
4:02 - 4:04to continue without doing
the right thing now. -
4:04 - 4:05You can't attract the right talent,
-
4:05 - 4:07you can't attract customers
-
4:07 - 4:09and increasingly,
you won't be able to attract capital. -
4:09 - 4:11You might do it for risk reasons,
-
4:11 - 4:13you might do it for business
opportunity reasons, -
4:14 - 4:16because this is where the growth is,
-
4:16 - 4:18which is why many leaders
are doing the right thing. -
4:18 - 4:20But at the end of the day,
-
4:20 - 4:21we need to ask ourselves:
-
4:21 - 4:24"Who are we holding
ourselves accountable for?" -
4:24 - 4:26And if that isn't the next generation,
-
4:26 - 4:27I don't know who.
-
4:27 - 4:29So I want to just make very clear,
-
4:29 - 4:31because we tend to think about leadership
-
4:31 - 4:34as only those who sit
in positions of power. -
4:34 - 4:37To me, leadership is not at all like that.
-
4:37 - 4:40There's a leader inside
every single one of us, -
4:40 - 4:43and our most important work in life
is to release that leader. -
4:43 - 4:46And I think one of the greatest
global examples we have -
4:46 - 4:49of someone who didn't --
-
4:49 - 4:50no one gave her power --
-
4:50 - 4:53is the 16-year-old girl
called Greta Thunberg. -
4:53 - 4:54She's from Sweden,
-
4:54 - 4:56and a few years ago, she really became --
-
4:56 - 4:57she has Asperger's,
-
4:57 - 5:00and she became passionate
about our climate crisis -- -
5:00 - 5:01learned everything about it.
-
5:01 - 5:03And faced with the evidence,
-
5:03 - 5:05she just felt so disappointed
in her leadership -
5:05 - 5:09that she started striking
in front of the Swedish parliament. -
5:09 - 5:11And now she has started a global movement,
-
5:11 - 5:14and hundreds and thousands
of school kids are out in the streets -
5:14 - 5:17asking us to hold ourselves
accountable for their future. -
5:18 - 5:20No one gave her that authority,
-
5:20 - 5:24and she now speaks to the leaders
of the world, heads of state, -
5:24 - 5:26and really is impacting the world.
-
5:26 - 5:30So I really think that when we think
about leadership today, -
5:30 - 5:32it can't be defined
to those in positions of power -
5:32 - 5:36though they have disproportionately
greater responsibility. -
5:36 - 5:38But all of us need to think about,
-
5:38 - 5:39"What am I doing?"
-
5:39 - 5:40"How am I contributing?"
-
5:40 - 5:42And we need to release that leader inside
-
5:42 - 5:44and actually start making
the positive impact -
5:44 - 5:46this world is calling for right now.
-
5:47 - 5:49BF: But we have such
hierarchical leadership. -
5:49 - 5:51I mean, I understand what you're saying --
-
5:51 - 5:53it's nice to release the leader inside --
-
5:53 - 5:55but in these corporations,
-
5:55 - 5:58the truth is, it's extremely hierarchical.
-
5:58 - 6:00What can companies do
-
6:00 - 6:04to create less vertical
and more horizontal relationships? -
6:04 - 6:07HT: Well, I'm a big believer
and I've long been passionate -
6:07 - 6:09about closing the gender gap,
-
6:09 - 6:12and I really believe gender-balanced
leadership is the way to go -
6:12 - 6:18in order to embrace a leadership style
that has been shown to be more powerful, -
6:18 - 6:20and that's when both men and women embrace
-
6:20 - 6:22both masculine and feminine values.
-
6:22 - 6:24It actually is proven in research
-
6:24 - 6:27that that's the most
effective leadership style. -
6:27 - 6:31But I'm increasingly now thinking
about how we close the generational gap, -
6:32 - 6:35because look at these young children
in the streets around the world -- -
6:35 - 6:36they're asking us to lead.
-
6:36 - 6:40Kofi Annan used to say,
"You're never too young to lead." -
6:40 - 6:41And then he would add,
-
6:41 - 6:43"Or too old to learn."
-
6:43 - 6:45And I think we have now entered this era
-
6:45 - 6:49where we need the wisdom
of those with experience, -
6:49 - 6:53but we need the digital natives
of the young generation -
6:53 - 6:56to co-mentor or to mentor us
just as much as we can help -
6:57 - 6:59with wisdom from the older people.
-
6:59 - 7:01So it's a new reality,
-
7:01 - 7:04and these old, sort of hierarchical
ways to think about things, -
7:04 - 7:07they're increasingly coming
under pressure in this reality. -
7:07 - 7:10BF: And you've actually called
that the hubris syndrome. -
7:10 - 7:11Can you talk about that?
-
7:11 - 7:15HT: Well, yes, I think hubris
is our cancer in leadership. -
7:15 - 7:18That's when leaders
think they know it all, -
7:18 - 7:20can do it all, have all the answers
-
7:20 - 7:22and don't think they need
to surround themselves -
7:22 - 7:24with people who will make them better,
-
7:24 - 7:27which to me would, in some cases,
be more women and younger people -
7:27 - 7:30and people who are diverse
and have different opinions in general. -
7:30 - 7:34Hubris syndrome is so present
in leadership still, -
7:34 - 7:36and we know many examples of them,
-
7:36 - 7:39I don't need to name them.
And the problem with that -- -
7:39 - 7:40(Laughter)
-
7:40 - 7:42Yeah, we know them -- all over the world,
-
7:42 - 7:44not just in this country.
-
7:44 - 7:48But that kind of leadership
doesn't unleash leaders in others. -
7:48 - 7:50No one person,
-
7:50 - 7:55or no one sector even has the solutions
we now need to come up with -- -
7:55 - 7:58the creativity and collaboration we need.
-
7:59 - 8:03The bold and the brave leadership
we need to come up with solutions -
8:03 - 8:07that cross government, private sector,
civil society, young people, older people, -
8:07 - 8:11people of all different backgrounds
coming together is the way -
8:11 - 8:13to solve the issues
that are in front of us. -
8:13 - 8:18BF: Do you see that kind of leadership
coming from the bottom-up -
8:18 - 8:19or the top-down,
-
8:19 - 8:22or do you think a crisis
is going to force us -
8:22 - 8:24into a reexamination of all of this?
-
8:24 - 8:28HT: Well, as someone who lived through
the most infamous financial meltdown -
8:28 - 8:29in my home country, Iceland,
-
8:29 - 8:32I hope we don't need another one
to learn or to wake up. -
8:32 - 8:36But I do see that we can't choose
one or the other. -
8:36 - 8:40We do have to transform the way we lead --
-
8:40 - 8:42from the top, the boardroom, the CEOs --
-
8:42 - 8:44we really do have to transform that,
-
8:44 - 8:46but increasingly, we will transform that,
-
8:46 - 8:49because we have these social
movements coming from the bottom -
8:49 - 8:51and throughout society.
-
8:51 - 8:53And the solutions exist.
-
8:54 - 8:56The only thing that's missing is will.
-
8:57 - 9:03So if we just all find a way to embrace
a moral compass of our own -
9:03 - 9:07to figure out why we exist
and how we're going to lead, -
9:08 - 9:11and if we embrace courage
and humility in equal amounts, -
9:11 - 9:16each one of us can be part
of this 10-year period -
9:16 - 9:19where we can dramatically transform
the world we live in, -
9:19 - 9:21and make it just,
-
9:21 - 9:24and make it about humanity
and not just the financial markets. -
9:24 - 9:28BF: Well, we have a lot of people here
who I bet have questions for you, -
9:28 - 9:30and we have a few minutes for questions,
-
9:30 - 9:34so is there anybody that would like
to ask Halla a question? -
9:35 - 9:37Audience: Hello, my name is Cheryl.
-
9:37 - 9:38I'm an aspiring leader,
-
9:38 - 9:45and I have a question about how you lead
when you have no influence. -
9:45 - 9:47If I'm just an analyst,
-
9:47 - 9:49and I want to speak to senior management
-
9:49 - 9:52about a change that I feel
will affect the whole company, -
9:52 - 9:55how do I go about changing their minds
-
9:55 - 9:59when they feel as if they've had
relationships that are set, -
9:59 - 10:02that their way of business is set?
-
10:02 - 10:04How do you change minds
when you have no influence? -
10:04 - 10:07HT: Well, thank you very much
for that fantastic question. -
10:07 - 10:10So sometimes people
at the top won't listen, -
10:10 - 10:14but it's interesting that with the low
trust we have in society right now, -
10:14 - 10:16the greatest trust we have
-
10:16 - 10:19is actually between the employee
and the employer, -
10:19 - 10:21according to recent research.
-
10:21 - 10:25So I think that relationship
may be the most powerful way -
10:25 - 10:27to actually transform
the way we do things. -
10:27 - 10:32So I would start by trying to build
a coalition for your good idea. -
10:32 - 10:38And I don't know a single leader today
who will not listen to a concern -
10:38 - 10:39that many of their employees hold.
-
10:40 - 10:42I'll give you an example
from another B Team leader, -
10:42 - 10:44Marc Benioff, the CEO of Salesforce.
-
10:44 - 10:48He's really been outspoken
on homelessness in San Francisco, -
10:48 - 10:52on LGBTQI rights,
-
10:52 - 10:55and all of the things
that he's been standing up for, -
10:55 - 10:58he does because his employees
care about them. -
10:58 - 11:02So don't ever think you don't have power
if you don't sit in a position of power. -
11:02 - 11:05Find the way to go convince him ...
-
11:05 - 11:06or her.
-
11:06 - 11:10And Marc, for example, was convinced
to close the gender pay gap by two women -
11:10 - 11:12who worked inside of his organization,
-
11:12 - 11:15who told him, "We have a gender pay gap."
-
11:15 - 11:17He didn't believe it;
he said, "Bring me the data." -
11:17 - 11:21They did, and he was smart enough to know
he needed to do something about it, -
11:21 - 11:24and was one the first tech leaders
to step up and do so voluntarily. -
11:25 - 11:27So don't ever think
that you don't have power, -
11:27 - 11:30even if you don't sit
in a position of power, -
11:30 - 11:32but find other people to support you
-
11:32 - 11:35and make the case.
-
11:36 - 11:37BF: Thank you.
-
11:37 - 11:39Anybody else? Any other questions?
-
11:39 - 11:41Audience: Hi, I'm overwhelmed
by fascination -
11:41 - 11:43with everything you're saying,
so thank you. -
11:43 - 11:48I just wanted to ask how, like,
diversity in opinion and thought -
11:48 - 11:49and also background
-
11:49 - 11:51has impacted your leadership ability.
-
11:51 - 11:56And what do you think is the barricade
that is limiting the overflow of diversity -
11:56 - 11:58in all business settings,
-
11:58 - 12:02and what do you think can impact
the change in that setting -
12:02 - 12:08but also to disrupt the overflow
of generations of people staying in place? -
12:08 - 12:13And what do you think is the next step
to breaking several glass ceilings? -
12:13 - 12:16BF: We're going to do an entire Salon
just on that question. -
12:16 - 12:17(Laughter)
-
12:17 - 12:20HT: I think Bryn said it well,
but let me try and touch on it. -
12:20 - 12:25So the way I see gender,
it is a spectrum -- -
12:25 - 12:26you know, men also have gender.
-
12:26 - 12:29We sometimes forget about that.
-
12:29 - 12:30(Laughter)
-
12:30 - 12:31We sometimes forget about that.
-
12:31 - 12:35And I actually played a very masculine
woman early in my career, -
12:35 - 12:37because those were the rules of the game.
-
12:37 - 12:38And I achieved some success with it,
-
12:38 - 12:40but fortunately, I got to a place
-
12:40 - 12:43where I started embracing
my feminine side as well. -
12:43 - 12:45But I would still say
that the best leaders embrace both, -
12:45 - 12:47both women and men.
-
12:47 - 12:48But I see gender, also,
-
12:48 - 12:53as one of the most powerful levers
to shift values in culture. -
12:53 - 12:55So the reason I'm so passionate
about women in leadership -
12:55 - 12:59and believe that balance is needed
-
12:59 - 13:04is because right now, our definition
of success is incredibly masculine. -
13:05 - 13:09It's about financial profit alone
or economic growth alone, -
13:09 - 13:11and we all know that we need
more than money. -
13:11 - 13:14I mean, we need wellness:
-
13:14 - 13:15well-being of people,
-
13:15 - 13:19and there is no future
beyond the well-being of our planet. -
13:19 - 13:23So I think gender may very well be
one of the most powerful levers -
13:23 - 13:27to help all of us shift
our economic and social systems -
13:27 - 13:28to be more welcoming.
-
13:28 - 13:30And the answer to your last part --
-
13:30 - 13:33it's so complicated, but let me try
to give you a short one. -
13:34 - 13:40I believe that the way talent
and consumption is shifting -
13:40 - 13:43is going to increasingly get companies
-
13:43 - 13:46to look at adding difference
into their leadership, -
13:46 - 13:49because sameness is not working --
-
13:49 - 13:51BF: And difference is a superpower.
-
13:51 - 13:52HT: Difference is a superpower.
-
13:52 - 13:53BF: Thank you very much.
-
13:53 - 13:56Halla, thank you so much,
I wish we could talk to you all day. -
13:56 - 13:57(Applause and cheers)
-
13:57 - 13:58HT: Thank you.
-
13:58 - 14:00(Applause)
- Title:
- The crisis of leadership -- and a new way forward
- Speaker:
- Halla Tómasdóttir and Bryn Freedman
- Description:
-
What should modern leadership look like? Entrepreneur and former Icelandic presidential candidate Halla Tómasdóttir thinks global leaders need to change their ways -- or risk becoming irrelevant. In a conversation with curator Bryn Freedman, she shows how anybody can step up and make a difference, even if you don't yet have power. "There's a leader inside every single one of us," she says, "and our most important work in life is to release that leader."
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDTalks
- Duration:
- 14:13
Oliver Friedman edited English subtitles for The crisis of leadership -- and a new way forward | ||
Oliver Friedman edited English subtitles for The crisis of leadership -- and a new way forward | ||
Brian Greene edited English subtitles for The crisis of leadership -- and a new way forward | ||
Brian Greene approved English subtitles for The crisis of leadership -- and a new way forward | ||
Brian Greene edited English subtitles for The crisis of leadership -- and a new way forward | ||
Brian Greene edited English subtitles for The crisis of leadership -- and a new way forward | ||
Krystian Aparta accepted English subtitles for The crisis of leadership -- and a new way forward | ||
Krystian Aparta edited English subtitles for The crisis of leadership -- and a new way forward |