Executive DEVELOPMENT 38 | Developing Leaders Issue 27: 2017 ephemeral or even illusory, then the only way to deal with that is in the present and being open to the sensory experiences you’re having.” Roche’s ability to adapt these sensory experiences to a wide range of forward- thinking strategies is what distinguishes him as a leader; it also serves as the underpinning of his leadership style. Leadership Lesson #1: Lead in the Present We are often sidetracked by a focus on the past or the future, which keeps us from connecting with what is happening in the present. Self-Awareness makes leading in the present possible. “You’ve got to move beyond the limbic and the reptilian, the survival stuff. And the only way to do that is to be very, very conscious. Conscious also means being very much in the present, living in the now. That’s how I keep myself awake,” says Roche. Becoming aware of your surroundings also brings a widening view of your world and, ultimately, an understanding and acceptance that not all change is controllable. Letting go of the notion that we can control everything allows us to develop a clear sense of where we stand. And knowing where we stand is essential to mapping the way forward. As Roche puts it, “The future matters, certainly it does. But the present matters enormously because if we don’t do well in the present, we probably won’t have a good future either.” Ask yourself… Do I take time to be self-reflective and, if so, what do I focus on during this time of self- reflection: the past, the present or the future? What challenges and opportunities do I see around me right now, in the present? How am I currently being influenced by my team, my organization and my environment and how well do I consciously manage the tensions between the need to be in the present and the future, simultaneously? Leadership Lesson #2: Encourage Dissent At the core of any healthy culture is good communication – and good communication is always conscious, clear and courageous. But speaking up and sharing a divergent viewpoint or challenging a generally held assumption shouldn’t need to be a courageous act. After all, the goal in any discussion is for everyone to be heard and respected, and that’s a goal Roche pursues relentlessly: “In a company that’s fundamentally stable like ADI, you need to consciously encourage people to probe and push. That kind of diversity is key to the richness of dialogue and the richness of ideas.” That said, open communication does not happen by accident. Leaders themselves must be honest and accessible, and create a sense of trust and commitment that will serve as the foundation of an open culture. Roche understands the need – and the benefit – of building trust: “At ADI, we’re very fortunate that we have the DNA that enables us to be very cohesive. We believe in the mission. We believe in each other. We have a high trust Leadership Lesson #1 Lead in the Present