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Emergent by Stephen Scott Johnson

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Foreword

In a world now characterised by an inextricable symbiosis with technology, never before has transparent and raw humanity been so vital to leadership, business and society.

Organisations the world over are being challenged to retain their relevance, value and talent within a maelstrom of technology and societal change. For leaders of such organisations, the ability to give an ever-fixed mark, a beacon if you will, to their team and to their stakeholders is essential to guide them through the storm. But as a leader, how do you have the confidence that your light is guiding them away from the rocks rather than toward them?

I’m yet to meet a successful leader who, either systemically or periodically, doesn’t suffer from a level of Imposter Syndrome (unless they suffer from complete delusions of grandeur). The need for external thoughts and wisdom can’t simply come from within their executive team or even from their board. Building out their broader eco-system and leveraging from many sources and data points is the only way to successfully assuage their isolation and allow for the non-sequiter idea that couldn’t be imagined or theorised from within the construct of the organisation. The ability to imbue innovation, bottle kismet and codify purpose in a company is the mark of success in the contemporary business landscape.

So, how is this addressed? Transparency. Radical transparency.

Radical transparency is at the core of 21st century leadership. And without the humility ...

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