4 | Developing Leaders Issue 34: 2020 A s we slide gracefully into a new decade, the third of this century, it is an appropriate moment to take stock of where we are, what we have achieved and what needs to be done. The last century was characterised by an astonishing change of pace and technological achievement. Someone born in 1900 would barely recognise the world of 2000, first with the arrival of universal access to electricity working days became longer, domestic machines replaced most manual chores, then horses morphed into cars, international travel by air became commonplace from being a sci-fi dream – and latterly computing power has connected and transformed everyday life. While technological change continues apace it seems unlikely that the shift will be quite so dramatic between 2000 and 2100 – we are now used to this rate of change, indeed we are constantly told it is the new normal. Quantum computing will deliver solutions we could never previously compute, AI will become ever more sophisticated and bring ethical issues as machines replace more and more human tasks. Perhaps the nirvana of more leisure time will actually appear as machines take over, life may become less of a desperate scramble. That would be good. The backdrop of managing our changing climate and ensuring that societies are not left behind will continue to pose the significant challenges that everyone will have to operate within – and this takes us to the question of leadership. All the technical advancements we bring about do not alter the fact that we, as humans, will remain largely the same. Motivated and EDITOR’s LETTER 2020: A Decade for People-Focused Leadership susceptible to the same factors that our grand-parents and their grand-parents were stirred and driven by. Leaders in the coming decades will need to understand how to marry the technical advances with our basic human emotions and needs. If the twentieth century was characterised by extraordinary gains in efficiency and productivity, this century will need to focus more on effectiveness and the broader impact of organizations on people and planet. For this reason we focus in this issue on the core humanity in good leadership – with Bronach Crawley’s article on ‘human-friendly leadership’, balanced with Karen Cates from Kellogg, on how ‘likeability’ is not sufficient. Sharon Oliver from Ashridge digs deeper into the ‘Eco-vs-Ego’ demands of leadership and Mark McKergow introduces the ‘Host Leadership’ approach which is intuitively understood by everyone. Rob Salafia unpicks the mysteries of Executive Presence, and we go on a journey to the top of Mt Kilimanjaro with a party from the Ross School of Business at University of Michigan to discover how groups work together under stressful conditions. Lots to enjoy, explore and we hope intrigue you. As ever please email me at with your comments, thoughts and suggestions. Roddy Millar | Editorial Director