The Upside of Disruption, with Terence Mauri (AI, Technology, Leadership, Futurism)
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The worst thing we can do is actually not take any risk because being addicted to certainty can make us feel comfortable. But if that certainty is also causing a stagnation, we're not learning anymore, we're not moving anymore, well, that's not a good place to be. You know, life is short. If we're lucky, we get about 960 months to live. It's not to make people feel scared. It's this idea that it's never been easier to waste time and waste energy, that not taking a risk is a risk.
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Today's guest is Terence Mowry, a global expert on the future of leadership, AI, and disruption. He is the founder of the Future Trends think tank, Hack Future Lab, and an acclaimed author. Maury's spirit heads a movement for leaders to rethink leadership in a post-AI world. His newest book is called The Upside of Disruption. It's out right now. Terrence, great to meet you.
Thank you so much, Adam, for inviting me.
Absolutely. Well, listen, there's so many amazing present things to ask you about in terms of your work and the work you're doing this moment. But one of the things I always love hearing about from people who have generated a lot of success in life and their different paths is their roots and their beginnings.
The philosopher Kierkegaard said that life is best lived forwards, but is best understood backwards. And I can really relate to that. I had my whole life and career mapped out in a very linear way. But as another famous philosopher, Mike Tyson, once said, you can have the best laid plans until somebody punches you in the mouth. And this is what happened to me. So I had a successful career management consultancy. Things were going well. I was making good progress. One day I walked into a store. I was in the middle of the day and a car driver lost control and drove a car into the store. He mounted the curb. It was actually a terrible accident. Nobody lost their lives that day, but many people were injured, including myself.
I woke up under the car in the store with the wheel of the car still going, burning my legs. It was one of those kind of accidents where your life flashes past you. I spent a number of weeks in hospital. And, you know, when you have time to think, when you're out of the building, that's when you get to reflect at a deeper level. And, you know, for me, I really sort of, it was a reawakening. I connected with, reconnected actually with, my values, legacy, who I was, who I was becoming. And I realized there was a gap. There was a gap between who I wanted to become and what I was doing right now in the world of management consultancy, which is a very transactional world, a very profitable world.
But I wanted to pivot to a transformational world, a world where actually I could bring my life and my values to life in a visceral way and visible way as well. So that happened about 20 years ago. And since then, I've been on a mission, a higher mission to inspire leaders around the world, ranging from NGO and non-for-profit to S&P 500 to harness the upside of disruption. What I mean by that is, turning disruption, it could be career disruption, technology disruption, industry disruption, life disruption, whatever the disruption is, big or small, life-changing or professional. How do we turn that into a tailwind or a platform for laser-light focus and strategic courage and a more sustainable, values-driven life?
There's a lot of risk in going out and doing something on your own. So I guess what kind of process did you go through?
I think it's such a great question. It's what I call a catalytic question. And it's a question that we should all be thinking about because our relationship with risk is often not a good one. Our appetite for risk-taking is often squeezed out of us like a lemon from an early age. By the age we leave college, we're risk-averse.
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