The rapid pace of change has underlined the importance of learning and adapting so that both individuals and organizations can respond to the changing conditions they find themselves in.  It’s a message that is widely understood, but instigating a change of mindset is often hardest of all at the very top of our organizations.

A recent paper from Accenture highlights the importance of C-suite leaders adapting and learning new skills to successfully navigate the 4th industrial revolution.

“Pressures are compounding on the C-suite like never before. The complexity and intensity of disruption is challenging executives to transform leadership styles and strategies on their journey to achieve competitive agility,” Accenture say.

Super employees

Whilst it’s perhaps easy to assume the main source of disruption is one of the many technologies of the 4th industrial revolution, the authors suggest instead that a new kind of employee, known as Pathfinders, are instead driving change for executives.

Pathfinder employees have firm beliefs about how leaders and leadership should be, and frequently speak up about any issues they may have, whether as consumers or employees.  These people require a new style of leader to successfully engage their passion and capabilities.

Such leaders require not only excellent analytics and data skills, but also human-centred skills.  The survey reveals that whilst the vast majority of executives feel comfortable with the data side of the equation, with a strong focus on critical reasoning and results-oriented thinking, they are much less confident in their right-brain skills.  Indeed, some 65% said they found this area their weakest.

“C-suite leaders are aware of the challenges that face them at a macro-economic level, company level and now on a deeply personal level,” Accenture continue. “Reskilling to change the style of leadership, by combining data, creativity and a human-centred approach, is now crucial to building enduring businesses that generate stronger growth and profitability.”

Whole brain leadership

So how can this change occur?  Accenture recommend a number of measures companies can take to ensure leaders have the right skills to thrive.  Indeed, the majority already report taking remedial action to develop their right-brain skills, but few are sufficiently recruiting the power of the ‘pathfinder’ group of employees to support them.

Accenture believe that by embracing this group, executives are able to gain valuable allies and add credibility to their leadership.  This group were found to be twice as likely to give their best to their organization, so are valuable partners to have.

The authors are in no doubt however that ingraining both data-led and human-centered skills into the leadership of an organization is vital to its success, especially in the long-term.  They urge executives to develop this balanced skillset as quickly as possible so that leaders are engaging the whole brain when dealing with their workforce.