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5 Questions That (Newly) Virtual Leaders Should Ask Themselves

5 Questions That (Newly) Virtual Leaders Should Ask Themselves
While technology has improved our ability to get work done and communicate remotely, we have not yet been forced to develop a set of best practices for leading remote teams at the capacity that has been brought on by this crisis. Leaders need to pause... It is safe to say, that for the first time in the age of technology, ad hoc face-to-face meetings are no longer an option for many people. While we don’t anticipate in-person meetings to go away forever, working during the Covid-19 crisis does provide us with the opportunity to reflect on how the best leaders succeed in virtual environments. For many, working from home, and communicating through digital mediums like Slack, Zoom, and WebEx, are nothing new. Many business models have supported virtual work for years as a necessity to accommodate employees and clients in various locations. First, it’s important to be aware of the factors that make working together virtually such a challenge: For some, it’s uncomfortable. Related:  Change management | Gestion du changementCovid-19 and Leadership DevelopmentLeading change 2 | Mener le changement 2

How Covid-19 Can Productively Change Culture | Change Management Review Now more than ever, leaders have a chance to learn more about their employees and drive greater focus on culture to help their organizations emerge from Covid-19 to set the stage for the future. As we finished 2019 and thought about our 2020 plans, everything on the horizon looked promising for a great year for our organizations. The economy was expanding, unemployment was at the lowest rate in decades, and people were spending money. It looked fantastic. By the end of February, however, we became concerned with the potential impacts of the coronavirus. By mid to late March, leaders were sending employees home to work, with little or no time to prepare as governments worked feverishly to shut down the economy. Even before this, our job as leaders was to navigate uncertainty. Our primary concern now is how we successfully emerge from COVID-19. Risk adaptation: how well the organization deals with risk. Risk adaptation evaluates how aggressively an organization deals with risk.

8 leadership skills to lead through uncertainty | theHRDIRECTOR Disruptive change creates uncertainty and we resist it because it is uncomfortable. Uncertainty generates a range of emotions, polarises opinions and can lead to relationships breaking down. It requires great skill and flexibility to lead through uncertainty. It is also an opportunity for leaders and teams to do meaningful work that makes a difference. As part of my research into uncertainty, I held a round table discussion with a group of thought leaders from different backgrounds and sectors to identify the skills needed to lead through uncertainty. The following skills were identified as the ones we forget to use in uncertainty. 1. Top tips: Focus on what is known. 2. Top tips: Encourage exploration, collaboration and experimentation. 3. Top tips: Pay attention to what is unsaid, to the values and beliefs that underpin how people behave. 4. Top tips: Reach out to those whose approach may differ and may challenge you and your thinking. 5. 6. 7. 8.

7 Remote-Work Skills Every Leader Needs to Master | Inc. How good are you at leading a remote team? That's a question facing countless business owners and bosses these days, with everyone who can do so working from home, and some employees hoping to make this a permanent arrangement. But managing people who work remotely is much harder than managing people who come to the office every day. These challenges can cause work-from-home experiments to fail, and they're why some leaders are skeptical about remote work. If you're leading a remote team, it's vitally important to make sure you have, or can learn, the skills it takes to be an effective remote boss. 1. Being a clear communicator is vitally important when your only contact with a team member is by email, text, phone, or video chat. 2. Of course you care about your employees but how good are you at letting them know it? 3. There's a lot more to keep track of when you manage a remote team. 4. 5. 6. 7. This kind of thing can take time and effort you might not feel you can spare.

The COVID-19 Crisis and Its Consequences: Ruptures and Transformations in the Global Institutional Fabric (2020) by Hokyu Hwang and Markus A. Höllerer We are currently living through what future generations might refer to as an external “shock,” “jolt,” or “radical rupture” that precipitated a major global societal transformation. The crisis’s severity, pace, and impact on institutional change have been unprecedented in our lifetime, surpassing the 2008-2009 global financial crisis (Höllerer et al., 2018) and prompting commentators’ use of the 1930s Great Depression as a point of comparison (excluding World War II). From vague prognoses on the length of this raging pandemic and broad predictions of shape and magnitude of socioeconomic consequences, there is much uncertainty about the postpandemic world: a lot will be different, but just how and what exactly remain anybody’s guess. Nonetheless, the current crisis has been an extended moment of reflection on the changing social world and the theories we employ to make sense of the unfolding events. The Global Institutional Order and the Nation-State in the Postpandemic World

5 Musts for Next-Gen Leaders Topics Frontiers An MIT SMR initiative exploring how technology is reshaping the practice of management. See All Articles in This Section Effective leadership isn’t ageless or immutable. For most of the 20th century, after transformative technologies made it possible to measure the minutiae of human work, leaders concentrated on maximizing productivity and efficiency, many taking a command-and-control approach. Research Updates From MIT SMR Get weekly updates on how global companies are managing in a changing world. Please enter a valid email address Thank you for signing up Privacy Policy Today, business is being transformed again — this time by digital technologies. Current and aspiring leaders must respond to this new wave of change in five key ways. 1. It’s an anachronistic model. You can begin immediately by reassessing your language of leadership. 2. By upskilling people and distributing work, digital technologies create many minicrucibles, compressing this development time. 3. 4. 5. 1.

To Take Care of Others, Start by Taking Care of Yourself | Harvard Business Review Executive Summary Most of us are not on the overtaxed frontlines of the healthcare battle, but all of us can be first responders to the need for emotional support. Almost everyone needs connection to others and the opportunity to give and get support right now. So, how can you shore up your mental health and deepen your own emotional reservoir? As businesses and schools are shuttered, economic uncertainty encroaches, and a pandemic rages worldwide, there is plenty of anxiety to go around. Most of us are not on the overtaxed frontlines of the healthcare battle, but all of us can be first responders to the need for emotional support. As executive coaches, we think a lot about how to maximize mental health resources — that’s a big part of what we do every day. 1. We can’t share with others a resource that we lack ourselves. Follow up with a plan. Next, think of ways to be mentally engaged either through work or activities such as crossword or jigsaw puzzles, games, reading, or writing. 2.

COVID-19 Culture and Inclusion Study | Green Park Survey Insights 2nd July 2020 4 minutes read COVID-19 is the setting for one of the most challenging times in living memory for businesses and society. The very notion of culture has been challenged with some workers being asked to home school whilst fulfilling work tasks from their kitchen table. For others, working from home has meant a sudden drop in social interaction which has stripped away many of the nuances that help to determine their identity. These challenges inspired Brands with Values to use their culture auditing tool, Culture Decoder, as a means to understanding how cultures might need to adapt. The results of our study sets out a bold and progressive view of how organisations could act and of how cultures could transform into something that has a benefit to the individual and to wider society. For organisations to succeed now, they will need to understand their full employee and customer experience better than their competitors.

Leadership in the New Now | BCG The Head As uncertainty reigns supreme, the responsibility of leaders to craft vivid visions of the future and to lay out a clear path to success becomes more important than ever. Microsoft excels at creating an aspirational vision that helps guide everything from the company’s overarching strategy down to individual employees’ actions and motivation. In an email to employees in March, when the full scope of this crisis was starting to become clear, CEO Satya Nadella wrote to employees to share his vision, explaining that “during this extraordinary time, it is clear that software, as the most malleable tool ever created, has a huge role to play across every industry and around the world.” The vision Nadella laid out is at once steadfast and flexible. The lesson for the new now is clear: a powerful vision will help people thrive in their work—not only at disruptive technology startups that routinely set their sights on changing the world but at businesses everywhere.

5 Key Roles of People Managers in Leading Change | Prosci During my change management career, I have trained, coached and collaborated with hundreds of people managers on how to lead change effectively. And I have developed a deep appreciation for how important people managers are to successfully implementing change in organizations. But as a people manager, you may not fully understand just how important your role is in enabling a successful change. Understanding CLARC A people manager has day-to-day operational responsibilities, but when it comes to change, you have additional and critical work to do. CommunicatorLiaisonAdvocateResistance ManagerCoach To remember these five roles, simply remember CLARC and picture yourself as the Clark Kent (Superman’s alter ego) of change leaders. The CLARC + ADKAR Connection Let’s look at what’s involved in performing each of the five roles, how the roles influence the elements of ADKAR, and the risks involved if you don’t perform the roles. Communicator Liaison Advocate People managers are influential. Coach

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