It was sometime during the worst of the pandemic lockdown, that an article made it into the newsfeed of VIM Executive Coaching. It was on the future of executive leadership and the expanding importance of virtual reality.
Almost like being there
The article gushed with the possibilities of executives being able to insert their presence in virtual meetings and “other situations” so they could play out various scenarios without leaving their collective desk chairs. Certainly, executives could play out variations of conversations, meetings, conferences and such, to see how their input could change the outcome.
On first glance, it was all impressive. Imagine walking into a virtual meeting and dialing up “compassion,” or “mean-spirited,” “anger,” or “disdain?” The possibilities are endless. While we are impressed with how far virtual technology has gone, we question its effectiveness in managing particularly complex relationships.
The Bureau of Labor Statistics (BLS) tells us that nearly three-fourths of us learn our jobs through on-the job experience and the rest of us get our training through workplace connections and classroom/computer learnings.
Prognosticators tell us that because most of us learn our jobs – on the job, that a virtual reality approach could be highly effective. While the possibilities are impressive, we need to shed a little reality into the virtual reality.
What are executives learning?
Sorry to say, but as VIM Executive Coaching has been coaching executive leaders for quite some time, there are immense disparities in the myth of this so-called on the job training. Some executive leaders are wonderful; some are so-so, and unfortunately a good percentage are wholly ineffective. From an experiential perspective, to play virtual management games with executive leaders who may already be lacking in authenticity, mindfulness and compassion, is to invite “more of the same.”
In no way are we saying that virtual reality is without merit. VR has clearly proven itself in every occupation from medicine to aviation to law enforcement to construction. VR has been invaluable in reinforcing messages of safety, competency and licensing. However, in those situations, simulations are necessary to reinforce skills that demand a high degree of aptitude.
Mindfulness, authenticity and compassion are a different toolbox of abilities. They require a different approach; not necessarily more difficult, but different.
Mindfulness requires an inward journey. Mindfulness in executive leadership is the opposite of virtual, as it guides executives towards greater self-discovery and enhances the ability to be fully aware in situations. If an executive leader can commit to self, rather than gadgetry; to commit to a desire to explore what she or he brings to management situations, the result can be remarkable.
Virtual reality is not all that compatible with authenticity. One may simulate a situation, while the other allows that the executive leader is the same person in all situations.
Virtual reality for executive leaders is a great concept if one must learn how to stay safe or perfect a technique. Mindfulness is a necessary journey for those who want to be effective executive leaders.