How does emotional health affect leadership effectiveness?
In the Emerging Trends for 2024 podcast episode innovation creative Curtis Michelson said,
“People are moving in the enterprise innovation to what we would call Horizon-1 innovation, to use the old McKinsey concept of the three Horizons. Horizon-1 is near-end profit-taking — exploiting the existing business model and making it 10 X more efficient. Even though AI is very hot and very sexy what they’re applying it to is how can we make our call center cost us half or 10 X less. H-1 innovation is really where a lot of people have retreated for now. To safety.”
Could a retreat to Horizon-1 signal a return to a desire for certainty, predictable outcomes, and other signs of underlying fear?
What is the connection between decision-making leadership and emotional health?
Leadership and decision-making are tightly entangled. To adapt to the complexity of the challenges faced by business, decision-makers must evolve past the habit of needing familiarity to feel safe. H. P. Lovecraft (1890–1937) pointed out:
“The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown.”
