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Chapter: London

Could Machine Thinking be Limiting your Organization’s Human Potential?

There are many things within our organisations that continue to limit human potential on an on-going basis. We spend hours, months and years working to ‘value our most important asset’ and ‘unleash human potential’. Worthy phrases yet sadly, in many instances, remaining just that, worthy phrases.

We continue to look though the wrong end of the telescope and wonder why we can’t see clearly. Even the phrases themselves grate on those they are meant to inspire. ‘I am not an asset, I am a human being. I don’t need you to unleash my potential, I just need you to get out of my way’. It has been the never-ending story for many decades.

And here we are. At an almost unique point in human history. A moment in time when artificial intelligence increasingly touches all aspects of life, while our everyday existence has been shaken to the core following a global pandemic. Challenging? Certainly. Opportunity? That depends on what we do next and no more so than in the workspace.

For decades we have organised people around work and work practices that hark back to the 18th Century. Practices based on hierarchy, structure, process, and standardisation. All very controllable and all very predictable. Today, Innovation, human networks of collaboration, energy and ideas, are essential for organisations to thrive, bringing forth services and products not yet imagined, yet essential for our collective health and that of the planet.

Machine learning will support and continue to drive progress as intelligent machines develop and learn at an exponential rate, taking over roles and activities once performed by humans. All at a speed and accuracy we humans simply can’t match. Consequently, many existing activities and roles will disappear forcing a sea-change in the way we work and develop as humans.

Machines are programmed to achieve certain objectives, for example, speech recognition or translation. They do not have an IQ and they certainly do not, as yet, benefit from emotional, social or attentional intelligences. We humans have the full range of intelligences and can do many different things alongside rational, logical thought. We are emotional beings, vibrating with creative energy and a deep-seated curiosity. We can mentalise, share ideas and build relationships. We have the potential to excel in areas AI and machine ways of thinking cannot touch.

However, to excel we must harness and practice skills that have largely remained dormant in our post-industrial age world. As we liberate ourselves from repetitive, mundane tasks and learn to manage the complexity of interaction between machine and human, we can take ourselves to new levels of wellbeing, productivity, and innovation.

Successful organisations will be the ones who remain in continuous dialogue, thinking deeply and engaging diverse minds, to design work around their people. Challenging the existing work paradigm, relinquishing control and dispersing autonomy and decision-making accountability across a flexible living system. In this way the structured work environment humans have often been instructed to adapt themselves to, will fall away, leaving a space for latent human potential to flourish.

Could machine thinking be limiting our organisations potential? If we compete and contain our thinking to the logical, linear ways of the past then, yes, not only will we fail to match the speed and power of our algorithm-fuelled co-workers, we will also slowly strangle all aspects of human motivation and creativity. However, if we turn the telescope around, focusing attention and thinking on our uniquely human skills such as empathy, vulnerability, relationship and caring, we have an opportunity to break the boundaries that currently hamper human potential. This collective release of energy and innovation will no doubt reshape how we work, the organisations within which we work and the wider society within which we are all situated. The potential, if we choose to accept the challenge, is limitless.

48 Hours in Speyside. Making the most of a flying visit to Scotland’s Whisky wonderland.

For anyone with an interest in whisky, visiting a distillery is always memorable.  Surrounding oneself with the sights, aromas, and flavours of whisky production “at source”, meeting the people involved, and learning why so many people love this golden spirit is a fantastic experience.

Though it’s possible to visit distilleries in many locations around the globe, the spirit is most famously associated with Scotland. Currently, home to over 130 active distilleries, the highest concentration of distilleries (around 50, including many of the legendary names) is in the relatively small Speyside region.

It would be easy to spend weeks exploring this region (and many do!), but what follows is a few suggestions on how to make the most of a short 48-hour visit, and hopefully gain some insight into why so many people return year after year.

When to visit? The region can be visited year-round, though an ideal time to visit would be at end of April, during the annual Spirit of Speyside Whisky Festival.  Around this time, many of the distilleries, independent bottlers, bars, and hotels will stage special events as part of the festival – often featuring rare archive bottles, exclusive new releases or tastings & tours hosted by distillery owners, managers, or master blenders.

Where to stay? The region has accommodation for every taste & budget, from charming B&B’s to boutique hotels or luxury highland estate houses.  Elgin is the largest town in the region and has a good base, though many stay a little further south, around the towns of Dufftown, Aberlour or Craigellachie. The latter boasts two of the finest Whisky bars in Scotland just a few metres apart (The Highlander Inn & The Quaich Bar at the Craigellachie Hotel).

Getting around? There are several local guides and tour companies in the area that would be happy to help. Many have great relationships with distilleries, so may be able to offer a more tailored, bespoke service (reach out to fellow DLC member Vikki Bruce for super advice here too). Transport options in the region cover everything from a vintage railway to classic cars. It’s even possible to have a guided whisky tour by canoe!

Where to visit?:  Not every distillery is open to the public, but a copy of Ingvar Ronde’s “Malt Whisky Yearbook” would be a wise purchase before your trip, as this contains contact details of every distillery in the region.

Many distilleries offer different types of tours to cater to the widest variety of visitors. Whether you’re beginning your whisky journey or a qualified trade expert, a visitor won’t fail to be impressed at the attention to detail, pride and passion that the distillery teams put into their work.

The short distance between the distilleries here makes it easier to visit several in one day, so there’s no better opportunity to see how each distillery creates its character & atmosphere.  Compare the spectacular new Macallan site, designed with visitors in mind, to the traditional Glenfarclas (still owned by the founding family, with staff living on-site, as they did over 150 years ago).  The tiny Ballindalloch distillery (founded in 2014) shows that that smaller-scale craft distilling is alive and well in the region, and a tour of the Glen Grant distillery and gardens is also a must.  Glenallachie has quickly become a star under their new owners, with the quality showing through in their whiskies, one of which was named “World’s Best Single Malt” at the 2021 World Whisky Awards.

Remember lookout for unusual bottles.  Some of the distilleries and independent stores in the region will have exclusive bottles available (especially during the festivals). The excellent Glen Moray distillery in Elgin also offers hand-fill bottlings at their visitor centre.  Bottles like this offer something a little special, and you could be the only person in your own country to own a bottle!

 Final tips: Since Covid’s arrival, it’s more important than ever to plan before your trip.  Booking visits in advance will help the distilleries ensure the best experience for you.  Please do also check out the local restaurants, bars and independent stores as the region offers much for foodies too.

Most of all, “Haste Ye Back!” (You’re always welcome).

2022 The Year of Disruptive Distinction

2022 The Year of Disruptive Distinction

Every year I strategically give a year a title. 2021 was “the year of timeless distinction”, 2020 was “the year of legacy distinction” and 2019 “the year of global distinction” etc etc. It’s no coincidence I’ve called 2022 “The Year of Disruptive Distinction”, why, we’re living in truly unprecedented but extremely exciting times, the era of creative distinction. We’re seeing the crashing of systems, the calling out of governments but also the creation of a new creative and value driven disruption. Disruption is not necessarily good and it’s not necessarily bad but disruption is real. TM Lewin a British menswear retailer was founded in 1898. Over the years it led with design and product disruption. COVID_19 came and delivered an unprecedented disruption which unfortunately in 2020 caused TM Lewin to close all its 66 UK stores. Because of disruption, do you know history can dissolve in the space of 12 months but an intentional disruption in a 12 month period can cause a future disruption to become a now disruption?

In a time of disruption many leaders will be made while others will break. Throughout history, we’ve seen leaders rise in the midst of adversity to end up living their legacy and leaving, their legacy. During the great depression of the 1930’s, IBM CEO Thomas Watson made two decisions that took IBM from faltering in uncertainty to 45 years of cutting edge leadership. Now, IBM is again taking the lead with cutting edge technology such as IBM Watson. So, in the year of “disruptive distinction”, what’s your disruptive and creative legacy? In this era of creative distinction, being resilient, bold and intentional are vital traits in becoming a leader of distinction. As a leader, your disruption will come from seeing what no one else is seeing then creating a value driven disruption which can be received and understood on a local, national and global level. During Nokia’s reign as a mobile phone giant, the iPhone appeared with their creative distinction. Nokia didn’t know how to quickly pivot and instead of focusing on disruption, they focused on the competition. Do you know focusing on the competition and not on disruption can cause you to become an agitated thinker rather than an agile thinker?

To become an agile thinker and leader of distinction will mean you use disruption as a platform to see new opportunities and possibilities even in the midst of obstacles and problems. So, we’re not just in the year of disruptive distinction but also, we’re in the era of creative distinction and with these truths, the world is looking for leaders who are selfless rather than selfish, who are agile thinkers rather than agitated thinkers and who are visionary minded rather than have a victim mentality. The call has been made, so, will you ignore and divert to voicemail or, will you answer and become a leader of distinction who is disruptive in nature and results. But, what actually is leadership? Below are four timeless insights that give a short, structured and simple answer.

“Leadership is bringing people into new realms of excellence and challenging them to become distinguished in their chosen field.” ~ Onyi Anyado.

“Leadership isn’t about age but rather, leadership is about influence, impact and inspiration.” ~ Onyi Anyado.

“Distinction in leadership isn’t a mindset, distinction in leadership is a state of mind.” ~ Onyi Anyado.

“Distinction in leadership isn’t about me, myself and I, distinction in leadership is about him, her and us.” ~ Onyi Anyado.

Onyi Anyado is a UK based Global Leadership Speaker, Futurist and Corporate Trainer. Onyi coaches and trains senior management teams, leaders and organisations on how to lead with their distinction in the 2020’s and beyond.