We need to create work spaces for psychological safety, allowing employees to bring their full selves to work, taking risks, collaborating, being playful, highly self-motivated and develop into strong positive characters. As well as allowing ourselves to show our vulnerabilities that creates connections and opens up new opportunities to innovate. We need high-trust environments to positively influence our behaviours encouraging high performance and self-motivation.

The key enabler for innovation is trust.

Inspirational leadership has a differential impact on business performance beyond employee engagement.

Employees must understand not be afraid of failure and see it as a learning opportunity. Perfectionism is correlated with depression, anxiety, addiction, and life paralysis or missed opportunities.

When people honour the notion of play, transformations are truly profound.

Engage with Millennials and Generation Z by creating environments that nurture and support meaningful relationships, confidence and offer experience on long term projects to support deeper, meaning relationships.

When going through a transformation we must support employees whatever their decisions, enabling them to unlearn and relearn new skills and practices.

Engaging in self-management and empathy workshops on day-to-day basis is vital for effective change.

Fundamental practises must be implemented for self-management to be successful, these are taken from the Teal model three main breakthroughs: Self management, Evolutionary purpose, and Wholeness. Not all practices are suitable, most organisations are usually a successful mix Orange, Green and Teal stages.

We need a high level of transparency to support self-management, where employees are able to openly share, discuss, question and dispute decision making.

Leadership skills need to be differentiated into smaller more nuanced roles based on intellectual and emotional intelligence.

Distributed authority in a networked system increases innovation. Wisdom does not com from the centre.

Self-management is key to customer-centricity and innovation.

Emotional Intelligence is becoming the new currency of work and is the key to embracing change in our organisations (which includes empathy, trust, collaboration, reflection, storytelling, listening, coaching, facilitating, not fearing of failure, self-awareness, self-belief, and worthiness).

Supporting organisations with workshops around emotional intelligence is very important.

We need to find out ways to measure these complex EQ qualities over mid to long term.

We need to explore and develop the field of emotional intelligence and how it releases innovation in organisations.

Machine learning and artificial intelligence are taking over the workforce, we need to develop a human consciousness that focusses on empathy, collaboration and innovation.

Moving to self-management requires the CEO to be 100% onboard.

Arguably the problem is CEO's are brought up in life believing what they want is 'power' and 'decision making'.

Re-imagine business values - In the face of artificial intelligence and machine learning, we need a new radical humanism designing organisations and workplaces that celebrate authenticity instead of efficiency and questions instead of answers. ( )

How are we going to support ongoing personal and cognitive development with the growing field of emotional intelligence?

In an age of empowerment and collaboration, individual performances become less important than the team.

The biggest shift will be from HR telling people what they need, to teams actually manifesting for themselves what they need, and where/how they do it.

Integrate HR at board level allowing decision making to align with the companies vision or evolutionary purpose.

Self-organising models need transparent communication channels amongst all employees inside the organisation.

Set up a profit share system to take focus away from salaries. Create more nuanced measures of productivity that account for the quality, effectiveness and impact of an employee's work, as well as the quantity.

Find new innovative ways for pricing structures based on these more nuanced measures, and with a view to measure over the middle to long term.

Build a diverse pool of talent. Support a culture of diversity and social responsibility.

Education is solely creating people for the jobs market still. We will need people very soon that are not functioning like machines, with emotional intelligence and strong collaborative human skills. Artificial Intelligence is here and we need people with ideas.

More diverse companies can improve customer orientation, employee satisfaction, and decision making, leading to increasing performance and innovation.

Gender diverse companies outperform by 15%
Ethically diverse companies outperform by 35%