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reflections on leadership in a disruptive age speech given by mark carney, governor of the bank of england regent ’ s university london monday 19 february 2018 i am grateful to jennifer nemeth for her assistance in preparing these remarks. all speeches are available online at www. bankofengland. co. uk / speeches i. introduction i was asked to reflect tonight on leadership and values. this is somewhat dangerous territory, and certainly one that creates a target - rich environment for critics who can spot gaps between preaching and practising. indeed, a review of a recent book on leadership and values suggested that it ’ s very publication signalled overconfidence – the complacency before the storm – and cautioned that ceos and investors ought to be wary of the ‘ curse of authorship ’. there are countless examples of pride coming before the fall in finance. think of those who dubbed the period before the global financial crisis the ‘ great moderation ’. or the four most expensive words in the english language. but, because we can learn from experience, and because leadership lies at the heart of regent ’ s university ’ s mission - literally ‘ developing tomorrow ’ s global leaders ’ - i will forge ahead. i will begin by reviewing the main activities of leaders and the core attributes of leadership. i will try to address what leadership is and isn ’ t and whether it ’ s inherent or can be developed. i will conclude with some perspectives on the challenges and opportunities you will face leading in our disruptive age. ii. leadership activities it ’ s important to distinguish between what leaders do and who they are. of the many things leaders must do, i would emphasise three : 1. finding and developing the right people ; 2. setting priorities ; and 3. catalysing action. of these, arguably the most important is focusing on finding and developing the right people. developing the right people starts with recruiting widely. the bank of england has embraced the perspectives of those such as the leading venture capitalist, sir ken olisa, who stresses that : “ tackling [ diversity ] is a business imperative and not an hr policy. ” ten years ago the bank ’ s graduate intake was comprised largely of economists drawn from just 11 universities. last year, we hired from over 40 post - secondary institutions with half of the intake having studied sciences, business, law and the humanities. of the 700 experienced professionals we hired in 2017, almost half were women and a quarter came from bame backgrounds