Honest Inquiry Interview: Jean-Pierre Lehmann (Part 1 of 2)

Honest Inquiry Interview: Jean-Pierre Lehmann (Part 1 of 2)

The Honest Inquiry Interview Series is a new feature on the GIFT Blog. Interviews showcase fresh, external perspectives on leadership learning, breakthrough business thinking and global change-drivers.

The inaugural Interview features long-time GIFT supporter and founding member of our Global Advisory Council, Professor Jean-Pierre Lehmann. Jean-Pierre is emeritus professor at IMD, Lausanne, Switzerland, where he was appointed to the chair of international political economy in 1997. He has worked intensively and extensively across Asia for 50 years. He is founder of the Evian Group, an international coalition of corporate, government and opinion leaders united by a vision of enhancing global prosperity for the benefit of all. He is a visiting professor at the University of Hong Kong and at NIIT University in Neemrana, Rajasthan, India.

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Learning Places: Kerala, India (v.1, ch.4)

Learning Places: Kerala, India (v.1, ch.4)

Inspired by our project partners and the incredible work produced by our participants, we compiled a series of reports that re-package the core ideas and outcomes from field projects. The first edition was published earlier this year.

We call it Learning Places: The GIFT Report

We hope you enjoy this excerpt from Volume 1, Chapter 4: Providing Indian Emergency Response with a Single Touch.

Many bystanders in India, when asked how they would respond in a medical emergency, said they would transport patients themselves if they could... With its increasing number of cars, India suffers from thick traffic... But inefficiencies stretch further than emergency response....

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The PRISM of High Performance - A practical tool for teams

The PRISM of High Performance - A practical tool for teams

“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers

Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM:

  • Positivity
  • Respect
  • Inclusivity
  • Self-awareness
  • Moment
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5 Questions to ask of any experiential learning programme

5 Questions to ask of any experiential learning programme

Regardless of content or format, experiential leadership learning is most effective when the answer to these five questions is...

YES!

  1. Is it rooted in reality?
  2. Is reflection placed front and centre?
  3. Does it make you uncomfortable (in a good way)?
  4. Does it help you grow?
  5. Does the outcome really matter?

Leadership learning is a roller-coaster. Time for reflection is essential.

Whether the immediate experience is success or failure, those in the “hot seat” need time to reflect on what happened. Ideally this happens in the moment or very shortly thereafter, in “real-time.”

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Why intellectual independence is essential for thinking and learning

Why intellectual independence is essential for thinking and learning

People often ask us: Why, when the vast majority of think tanks are donor-funded, not-for-profit organsiations, is GIFT run as a profit-making company

The answer is simple: intellectual independence

It enables the delivery of key elements of our mission, for example:

  • Cultivating original ideas which challenge mainstream business orthodoxy
  • Exposing the unscripted dynamics which are impossible to learn in a classroom
  • Selecting scalable projects blending substantial social impact with commercial viability

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We asked “What is the Role of Business in Society?” Guess what we heard...

We asked “What is the Role of Business in Society?” Guess what we heard...

Do we see business clearly?

  • Over 97% of companies worldwide are Small & Medium Sized Enterprises (SMEs)
  • 85% of companies in Asia are family-owned
  • Globally 1.8bn people work informally versus 1.2bn in formal employment

On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy... your main constituencies are your employees, your customers and your products.…” Jack Welch, Former GE CEO

"Life is more than just a shack in the township... We want to be the Bill Gates of the future,” Lethabo Tsatsinyane

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Knowing what you don’t know - It's your best strategy

Knowing what you don’t know - It's your best strategy

Do not block the way of inquiry” is among the first rules of leadership learning.

Leading effectively and uncovering new opportunities in this part of the world isn’t possible without knowing what you don’t know.

We have become familiar with the common reasons why people find it difficult to expand their knowledge – these answers tend to recur when we raise the question on our leadership learning programmes.

Obstacles to knowing what you don’t know broadly fall into one of three categories. Consider them roadblocks on the highway of inquiry!

  1. Time
  2. Curiosity
  3. The Filter Bubble
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What we learned about how to run effective, outcome-driven meetings

What we learned about how to run effective, outcome-driven meetings

The majority of meetings are time-wasting, frustration-inducing, under-the-table-texting affairs.

Here is our approach and a free tool that you and your teams can use to conduct more effective, outcome-driven meetings that attendees will be pleased to attend.

  • Unproductive meetings waste US$37 billion a year, just in the United States.
  • 34% of time spent in meetings is considered unnecessary by attendees
  • 9 out of 10 people admit to daydreaming in meetings (can you blame them?)

In spite of the obvious drain on productivity and morale due to poorly-run meetings…
75 percent of executives receive no formal training on how to conduct an effective meeting

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Welcome to Ideas to Action, the GIFT Blog

Welcome to Ideas to Action, the GIFT Blog

Ideas to Action has been a strapline of GIFT since we started more than ten years ago. Bridging critical analysis and breakthrough business thinking with practical implementation on the ground is a hallmark of GIFT’s original approach to executive learning. 

Insights from the real-world for the digital-world

Since 2006 our team has had the great fortune of working with hundreds of high potential managers on experiential projects at the physical frontiers of global business – from Myanmar to Mongolia and Sri Lanka to Iran, among many other locations. We also engage them at the frontiers of leadership effectiveness, those essential but often under-appreciated skills such as:

  • Self-awareness
  • Empathy
  • Curiosity
  • Intellectual Boldness
  • Sense of Purpose, and many others…
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