Managing in the future certainly includes leading effectively, as an increasingly important aspect, due to the increasing complexity of organisational challenges that we will likely face. Markets seem to be getting more volatile and competitive, technology (such as artificial intelligence) moves faster and organisations are threatened by new start-ups and competitors as never before. Going forward, organisations will need leaders who more than ever can steady the ship while also grasping opportunities and driving change. Leaders will have to sense and seize opportunities and then transform their organisations faster and more effectively than ever before. They will need to lead risk and returns in their strategic decision making, and perhaps most importantly, attract, retain and motivate people such as to win the 'war for talent', and drive a positive culture in their workplaces. Whereas previous generations of leaders did not have to be tech-sawy', things are moving too fast nowadays for this to be acceptable. Leaders of the future will require to have business acumen, maturity in managing diversity of their workforce, and a keen understanding of everything from the impacts of globalisation and geo-political risks through to leading the implementation of changes to the details of process improvements and innovations. These elements are the very things that will make leadership both daunting and rewarding at the same time! And all this will be occurring while technology is advancing at the fastest pace ever experienced. The technological changes associated with digitalisation such as Blockchain, Big Data and artificial intelligence, and responding to climate change are coming much faster than the generationally slow speed that sees senior leaders finish their careers and retire, with younger managers and executives taking the reins of organisations. This means that we cannot wait for new leaders to take over, but must find effective ways to teach them, and their more senior colleagues, a bunch of new tricks. If senior leaders become the bottleneck for correctly adopting new technologies, then their organisations will wither away. When new technology makes sense for an organisation's processes, products and customers, leaders must be leading, not lagging participants, in the change processes. Questions How can relatively new managers influence seasoned and often senior executives to understand and grasp new technologies, rather than be left behind? How can the coming generation of prospective leaders influence organisations to be highly dynamic, when the existing senior leaders might not be ready for the speed of changes needed in reacting to climate change and making the most of technologies such as artificial intelligence?