Part of the Transform to Perform series
No matter where in the world, or in which sector, leaders are asking – and needing – employees to exist in new environments, think in new ways and behave differently. This is impacting how employees experience work and feel about their future; how leaders show up and, ultimately, determining how the business pivots and performs.
In a recent joint whitepaper with the World Economic Forum, we identified four key principles for leading through the crisis:
So how exactly do leaders need to pivot, and how do they manage the business and employee experience (EX) issues?
Our client experience and global research suggests that some traditional leadership competencies need de-emphasising, while others need ’dialling up’.
It has become less important for leaders to be regulators and technicians who make use of established principles, focusing on practical skills and a factual understanding to develop solutions to issues. Instead they are increasing their focus on being:
This starts with envisioning the future, accepting change more than most, coping well with uncertainty, readily accepting new challenges, being adept at getting things started, and making things happen.
Reacting to issues as they arise and decisively dealing with crisis situations. Working well under pressure, making quick decisions, taking responsibility for big decisions, appearing calm and collected, and holding firm views on issues when required.
This means an authentic focus on wellbeing. Responding to the individual’s needs, being considerate and trusting, empathising with the changes people are experiencing, listening attentively, and working to take a team-oriented view.
Core to success here is anticipating customer needs. It also includes ensuring a high level of quality and delivery, working at a fast pace and on multiple things, being well organised and making plans, and being reliable and meticulous about delivering to standards.
Organisations that transform quickly are rethinking leadership expectations and their approach to development. They are asking some hard questions: Should we re-define the key leadership capabilities our organisation needs to ensure longer-term success? Do we revisit our overall leadership development strategy? How do we take leadership transformation down into the organisation?
Clear action can help answer these questions. Here are some examples:
01
Prioritising leadership attributes that matter most to lead now and into the future, addressing what is needed for ownership and commitment to the new leadership charter, and aligning on the importance of collective leadership to drive sustainable transformation and change.
02
Leveraging the collective strengths of the team(s), capturing any shifts in focus that are needed, considering the risk profile of leadership team(s), and bringing insights together to align on action.
03
Being clear on the elements of the EX for which leaders are accountable, evaluating the current and future state across what is essential, what to emphasise and how to drive excellence.
How will this crisis define your leadership? With the right focus and support, your leaders can successfully manage both business sustainability and EX.
