The world is changing much faster than our ability to adapt. The disruptive forces of speed, uncertainty, complexity, technology, competition and globalization have fundamentally altered the way we live and work. Join physiologist Bob Rosen, an expert on leadership and transformation and executive coach Emma-Kate Swann as they reveal the four powerful practices of being conscious.

WHY IS AN ABILITY TO DEAL WITH ACCELERATED CHANGE SO CRITICAL RIGHT NOW?

In truth, we’ve been dealing with extreme change and complexity for years now — the world is simply changing faster than our ability to adapt, and the pace of change will only increase. That dynamic impacts us as individuals, organizations and communities. We experience more stress and burnout, and more disengagement and cynicism. We also become more resistant to change and often become overwhelmed by all types of disruption and transformation that we don’t fully understand.

This is all happening at a time when pressures on companies to transform themselves and stay competitive through continued disruption is a requirement to survival. Unfortunately, relatively few of us have been able to keep up, whether at work or in our personal lives. That’s a problem. Rather than having just a few people capable of managing the acceleration of change, we need many people. It’s great to have singular entrepreneurs cracking the codes of their industries — or collapsing the barriers around multiple industries — but we also need people who can do this at all levels. Those magnificent macrotransformations can’t happen without microtransformations happening first, or at least in tandem.

YOU SPELL OUT FOUR KEY PRACTICES FOR BEING “CONSCIOUS AND GROUNDED” AS AN ANTIDOTE TO THESE CHALLENGES. HOW ARE THESE PRACTICES DIFFERENT OR CHANGED NOW VERSUS IN THE PAST?

We see “grounded” as the foundation. To withstand the forces of change (and to successfully bend with them), we must become rooted in our physical, emotional, social, intellectual, vocational and spiritual health. It’s only then that we can add “conscious,” which we see as an accelerant, to our leadership repertoire. Being conscious enables us to transform ourselves as our teams and organizations are transforming. The more aware we are, the faster we can adapt, and the higher performing we’ll be.

In many ways, these practices are the same as in the past. Grounded leaders are particularly adept at caring for themselves in ways that keep them operating at the top of their game. They understand the need to manage their energy, stimulate their intellect and cultivate their connections. We see applying the practices in “conscious” (go deep, think big, get real and step up) as the means to accelerate their effectiveness as grounded leaders. The focus becomes about performing in bigger and better ways, with an ultimately more positive impact on the products you create, the people you lead and the customers you serve.

HOW DO YOU APPLY THESE PRINCIPLES AND PRACTICES ACROSS AN ORGANIZATION? WHAT SPECIFIC BENEFITS CAN YOU EXPECT TO SEE?

We believe grounded and conscious people are the real drivers of transformation and change. In sharing the principles of being grounded and conscious, our aim is to prepare everyone to thrive in a constantly disruptive marketplace. Our research has shown that grounded and conscious leaders at all levels outperform their peers. These leaders know how to tap into their own potential, as well as the potential of those they lead. When these skills are scaled throughout an organization, the result is a workforce full of confident, agile and resilient people, engaged in healthy relationships and serving on collaborative high-performance teams.

To deploy these principles across an organization, we ideally start at the top and engage senior leadership in adapting and tailoring “grounded” and “conscious” to fit their unique situations. We then partner with internal resources to design an implementation plan that will touch every employee in some way or another. To ensure that critical information is cascaded throughout the workforce, we offer a wide range of capabilities, from webinars to live sessions to virtual coaching. The obvious benefit is alignment among the various levels within the organization. People who understand each other, who share a common vision and way of working together, simply accomplish more. Together, they create change savvy cultures and sustainable growth.

WHY IS THIS A CHIEF LEARNING OFFICER’S ROLE? IT’S NOT SKILL DEVELOPMENT OR COMPETENCY DEVELOPMENT OR DIRECTLY TIED TO THE BOTTOM LINE.

In our view, we need a fresh approach to personal and organizational transformation. Many existing leadership programs were designed for relatively static organizations. Today’s organizations are much more dynamic, and our leadership programs need to reflect this dynamism. We need leaders who can perform and transform at the same time, and we need them to be able to collaborate in new ways. It’s the role of the chief learning officer to enable the building of these new capabilities, to cultivate new mindsets, behaviors and environments.

Because the concepts of “grounded” and “conscious” strike at the heart of who we are and how we interact with the world, they are fundamental to adult learning. They give us the base (namely a better understanding of who we are and what our needs are) on which to build any skill or competency. And, by the way, we do see a direct link to the bottom line. When teams, for example, are made up of grounded and conscious people, they perform better. It’s the same for organizations as a whole. Grounded and conscious people know how to go the distance and stay focused while they do it. They’re better at developing strategies and at executing them. They’re better at attracting talent and retaining it. The list goes on — and those are all things that directly impact the bottom line.

Register today at www.CLOmedia.com/symposium