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The year 2020 will be remembered for Covid-19 and will be marked in the history as a year that brought in disruptions to the extent no one imagined. Work, workforce and workplace has been transformed and leaders had it tough.
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Actually, leadership approaches aren’t shifting. They’re being completely obsoleted—at least for now. And this isn’t a new age. It’s an unprecedented age. It’s a radical disconnect at the very core of what defines an organization.
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The year 2020, as we all know, has been a year of disruption and transformation. Managing in this new and unfamiliar environment has not been easy for leaders.
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The devastation wrought by a global pandemic and the need to manage remote work teams have opened a deceptively simple leadership tool: create a collective sense of unity and purpose beyond profit.
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Yet, back in 2015, Brandon Hall Group reported that 71% of organizations stated that their leaders are not ready to lead their organizations into the future. I wonder how this percentage might be different now.
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Consider how the nature of work has shifted over the past 50 years. With increased globalization, rapid technological advancement, and a shift in economic composition, the average jobs of today look very little like the average jobs 50 years ago.
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One of the important lessons of 2020 is that organizations that deliver effective changes quickly will continue to have a competitive advantage. I had the pleasure of hosting several virtual roundtable discussions throughout 2020.
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Change management. Those two words make about as much sense together as “holy war,” “non-working mother,” “rap music,” “help desk,” or “political principles.” Change can’t be managed. Change can be ignored, resisted, responded to, capitalized upon, and created.
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Some companies approach innovation the way some leaders approach humility – superficially. Simply stating we are innovative, or even aligning it to an espoused value, does nothing to infuse innovation as part of our culture, of “the way things get done around here.”
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