For more than 20 years, Lasse has been involved in developing leaders, teams, and organisations to become more purpose-driven. What he has learned during this time is that: no matter what challenges lie ahead, whether large changes, complexity or execution of a new strategy, the best way to start is to “humanize” organisations treating it as a living ecosystem that aligns and develops resilient and engaged people.

Leaders who are succeeding in this ‘Fourth Industrial Revolution’ have embraced a new mind-set, viewing the organisation as a living organism or eco-system, rather than as a mechanical machine.

Our behaviour is often informed by society’s treatment and demands of us. If a child is constantly sent the message that they need to perform to get some sort of recognition, they might very well do so and well into their adult lives.

In order to become more aware of the organisational energy, leaders must create an environment in which employees will be more comfortable engaging in honest and open communication.

This ability has to be instilled and nurtured in the core of the organisation, its people. To enable people to adapt, leadership has to change how they think by activating brain plasticity, or reactivating silent brain networks.

It has also been proven by the positive way in which female business women can affect business relationships and organisational conversations. The problem is that women are not always afforded access to the necessary resources to stand out and make themselves heard.

It has also been proven by the positive way in which female business women can affect business relationships and organisational conversations. The problem is that women are not always afforded access to the necessary resources to stand out and make themselves heard.

Anybody can perform a task that they’re unafraid of. But pursuing something while being fearful, worried, nervous, etc… that’s what true courage is all about. Courage is fundamentally acting from the heart. After all, the root word for courage is cor, which in latin means heart.

It has been proven by an increasing number of leaders, and supported by research from well-known institutions, that how we know is at least as important - if not more so - than what we know.

During our annual global conference we had the pleasure to get some insights from Ricardo Sookdeo - ( Head of Talent, A.P. Møller - Mærsk) on “Trends in Leadership Development” and “What differentiates Oxford Leadership from other consultancies”