The
past
few
years
have
seen
unprecedented
levels
of
change,
with
the
pandemic
forcing
us
to
rapidly
shift
the
way
we
live,
work
and
interact
with
others
and
embrace
digital
technologies
in
a
big
way.
The
pace
of
change
doesn’t
appear
to
be
slowing
down,
with
climate,
social
and
economic
challenges
prompting
an
even
greater
shift
towards
digital
efficiencies
and
encouraging
teams
to
embrace
technology
to
enhance
project
potential,
improve
sustainability
and
remain
competitive
in
the
marketplace.
Now
more
than
ever,
leaders
must
ensure
they
are
supporting
their
teams
to
learn
and
adopt
digital
technologies
that
can
make
our
lives
and
our
work
better,
positively
impact
climate
change
and
social
issues
such
as
inequality
and
drive
improved
outcomes
for
our
companies
too.
Over
the
last
15
years,
I’ve
been
fortunate
to
lead
and
grow
marketing
and
customer
service
teams,
including
in
my
current
role
at
Autodesk
Construction
Solutions,
which
is
involved
in
over
two
million
construction
projects
around
the
world
–
including
some
of
the
biggest
global
infrastructure
projects.
In
a
world
where
ongoing
disruptions
in
the
business
environment
are
putting
significant
pressure
on
marketing
departments,
customer
expectations
are
rising,
and
competitors
are
circling,
nurturing
high-performing
teams
is
imperative
to
surviving
and
thriving.
There
are
three
key
principles
that
I
encourage
implementing
to
grow
and
develop
high-performing
teams.
1.
Foster
a
growth
mindset
There
are
three
types
of
sustainable
growth
that
I’ve
seen
organisations
go
through
successfully
when
embracing
change:
firstly,
organisational
growth,
in
terms
of
capability,
maturity,
and
customer
acquisition;
secondly,
customer
growth,
or
customers
“winning”
as
a
result
of
doing
business
with
the
organisation;
and
thirdly,
people
growth,
in
terms
of
personal,
leadership
and
career
growth,
as
well
as
purpose
and
self-actualisation.
In
a
book
I
recently
released
with
Eve
Chen
and
Brett
Cowell,
Ascending
Growth:
Improve
Customer
Value.
Drive
Business
Growth.
Elevate
Your
Career.,
we
called
the
intersection
of
these
three
areas
the
Growth
Experience,
or
GX
view.
What
I’ve
found
time
and
again
is
that
success
in
business,
first
and
foremost,
comes
because
of
getting
the
right
people
aligned
and
working
effectively.
From
a
leadership
perspective,
it’s
important
to
encourage
individuals
in
your
team
to
continue
to
learn
and
grow
so
that
they
can
expand
within
their
roles
and
beyond.
Not
only
does
ongoing
learning
keep
them
motivated,
but
it
helps
the
team
to
keep
pace
with
the
rapid
changes
and
challenges
that
are
happening
broadly
right
now
and
will
most
likely
continue
in
future.
2.
Develop
the
team’s
culture
to
drive
performance
To
perform
in
an
environment
of
rapid
change,
where
expectations
are
rising,
and
companies
are
required
to
be
more
efficient
than
ever,
organisations
need
to
be
better
aligned,
more
responsive,
and
focused
on
the
right
things.
In
order
to
achieve
this,
the
culture
of
your
team
is
critical.
Teams
that
feel
safe
in
their
roles
and
within
the
team
are
more
confident
to
take
essential
risks
required
when
trying
new
things
and
innovating,
are
more
open
to
collaborate
with
others
and
will
be
more
driven
to
perform.
Some
of
the
ways
that
I
develop
my
team’s
culture
include
empowering
the
team
to
innovate
by
bringing
new
ideas
through
special
projects
and
small
improvements
(incremental
innovation),
experimentation
and
the
opportunity
to
make
mistakes.
3.
Encourage
diversity
We
are
at
an
inflection
point
with
technology
like
Artificial
Intelligence
(AI),
Augmented
Reality/Virtual
Reality
and
even
cryptocurrencies,
which
are
already
presenting
further
business
opportunities,
ethical
challenges,
and
even
social
and
ecological
considerations.
Building
trust
in
organisations
and
their
leadership
remains
an
imperative.
Environmental
and
social
issues
such
as
climate
change,
income
inequality,
and
the
digital
gender
gap
are
pressing.
As
the
UN
Women’s
Gender
Snapshot
2022
report
revealed,
and
as
the
theme
for
International
Women’s
Day
2023:
“DigitALL:
Innovation
and
technology
for
gender
equality”,
women’s
exclusion
from
the
digital
world
has
shaved
$1
trillion
from
the
gross
domestic
product
of
low-
and
middle-income
countries
in
the
last
decade
–
a
loss
that
will
grow
to
$1.5
trillion
by
2025
without
action.
I
encourage
as
much
diversity
as
possible
within
my
team
because
diversity
of
gender,
ethnicity,
background
and
more
creates
more
diversity
of
thinking
–
and
this
ultimately
drives
better
outcomes
both
for
the
team
and
for
the
business.
Personally,
as
a
female
leader
in
a
male-dominated
industry,
having
a
different
approach
has
helped
to
define
and
shape
my
success.
I’ve
always
approached
my
thinking
by
first
understanding
what
drives
other
stakeholders
in
the
business
and
being
agile
in
my
communication
and
strategy
development.
Emotional
intelligence
(EQ)
is
critical
here,
and
if
you
can
get
this
right,
it
helps
you
to
be
able
to
challenge
the
status
quo
and
challenge
the
way
things
have
been
done
for
30
or
40
years.
This
is
critical
for
businesses
in
a
time
of
rapid
change.
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