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It’s been a year and a half since the world of work has drastically changed. From a remote working model to a hybrid one, a new world of work has arrived. And for leaders, it’s time to start addressing a whole new set of leadership development challenges.
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For many leaders, the pandemic has been a trial by fire. New challenges have put the strengths and weaknesses of their leadership style under the spotlight. It’s no secret that the working world has changed drastically in the last year and a half.
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Managing skills across the organization can be a messy business. Translating skills from one job to another or from one organization to another can be both an expensive proposition and one fraught with error.
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Post-pandemic world is a misnomer. We are still in the middle of the pandemic especially as it continues to ravage through certain parts of the world. But as good leaders ought to, we must prepare for how to lead as we move past the pandemic.
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On an autumn September morning in Mrs. Sandra Kay Daniel’s second grade classroom, students’ took turns reading “The Pet Goat” aloud. Parents, local dignitaries, press corps and the President of the United States listened and smiled, while the secret service looked on stoically.
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The world is in the midst of a Fourth Industrial Revolution that is fundamentally changing the world of work. Specifically, AI, machine learning, robotics and other cutting-edge technologies are transforming how we work and adding efficiencies, which in turn is changing the profile of the workforce.
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Recently, an executive I was coaching said to me: “Leading this team would be so much simpler if I could just get all the facts I needed... without the opinions and emotions that somehow show up in my discussions with my direct reports.”
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Today’s business climate is exceptionally volatile and complex. In this type of uncertain environment, it is essential to reassess all of the strategic assumptions that have been the foundation of your planning efforts.
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Excessive and prolonged stress can create mental, emotional, and even physical burnout. As leaders, we must recognize that pressures and tension unrelated to work sit at the periphery of our employees’ lives waiting to creep in and take over. Work can be another opportunity for pain, or a release from the tension.
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