Adam Kingl

Creativity is a driving factor for success in order to adapt to fast moving trends and disruptions in the modern business landscape. After researching the habits of highly successful leaders in the creative arts, Adam has identified the behaviours required to foster an environment where creativity can thrive.

The Great Resignation is a crisis that disrupts business continuity and learning economies, and could cost the average sized company £750k to £3 million per year. Adam Kingl has been predicting this crisis since 2010, and over that time has conducted research, developed frameworks and lessons to mitigate attrition and engage your workforce. While Covid has accelerated attrition and forced many to re-examine what they want to achieve in their careers and lives, there is still cause for optimism that the world of work can be a force that makes life more meaningful.

There has been plenty of literature and discussion on ‘how to manage the youngest generations’. If their paradigms of work and ‘how to be led’ are indeed very different to those of their managers of earlier generations, then surely leadership in the near future will look and feel new. Therefore, the nature of work is about to change in fundamental ways.

Are Your Management Principles Fit For The 21st Century? Over the last century, business has modernised it almost every way except for how it organises, leads, coordinates and motivates its people. Yes, those organisations who have innovated their act of management are celebrated as pioneers and leaders in their respective industries. It is possible for every business to develop a formal method for reinventing its management, just as it has done for products and processes for decades. Management breakthroughs can deliver incredibly powerful competitive advantages that are more sustainable and of a larger scale than any other creative act.

In company life, we are returning, on a several-hundred year cycle, to the pre-eminence of humanity at the centre of what it means to lead. ‘Focusing on humanity’ implies recalling what followers notice first in their leaders – their behaviours. Then, we have to ask if those behaviours provide clarity, inspiration, engagement, coherence and enable creativity. The Renaissance was a flowering not only of the arts but of commerce, and the interdependency of those two forces. Are we in the midst of a new Renaissance of leadership that is asking us what it means to be human?

From Shareholders to Stakeholders: In August 2019, Chief Executives from the Business Roundtable, including those from Apple and JPMorgan Chase, argued that companies should no longer advance only the interests of shareholders. The shift comes at a moment of increasing distress in the corporate world amidst global discontent over income inequality, sustainability and substandard quality of work-life. Business as usual is no longer acceptable. Though this shift seems unique, history shows us that capitalism has evolved numerous times over the centuries. At this inflection point, what can businesses do to survive and thrive, and who are the bellwethers to listen to within our organisations?