What times we live in. As the global pandemic unfolds around the world, we continue to hold on, take care of ourselves and those we love and do our best at work given the circumstances we face. If the global economy is to recover, then it will be historic. Nothing on this scale has been attempted before, and undoubtedly there will be both success and failure, good days and bad ones, challenge and opportunity as we look ahead and look beyond this time of crisis.
But for here and now, during this period of lockdown in the United Kingdom, I have been talking with a lot of clients about leadership today versus the world pre-covid19 and ‘post-covid19’ (whatever that will be), and exploring the skills and strategies that great leaders need to harness in the coming days, weeks and months. What does being a great leader really mean now? What skills do leaders need to focus on strengthening moving forward? Where do we start when faced with rapidly changing and unpredictable government mandates, fragile supply chains, a decimated sales pipeline and an anxious workforce who are slowly returning to work? A long list is easily created to answer these questions; however I am reminded of a powerful, yet simple expression in which to group my response: great leaders lead with their head, their heart and their hands.
Leading with our head: means being skilled to see what a future could look like and what it will take to get there. This is not a naively optimistic perspective, but an informed and measured view which combines the art of the possible, with an ability to look around corners and have the courage to take decisions despite eye-watering levels of uncertainty. It’s not easy, but seeing a vision of something better, finding the wins now and believing that in the end, it will be all be worth it, is what leading with our head really means.
Leading with our heart: means being able to deeply and warmly engage a frightened and anxious team as they return to (a very different) way of working. Genuine care, empathy and making proper time for our people is what is needed to reach them. Being able to let go of control and build a culture based on transparency, openness, optimisim and trust is where engagement lives. It’s the ability to inspire our people to do more - willingly - for our customers than anyone thought possible.
Leading with our hands: means being able to empower others to take responsibility for delivering performance, being agile to transform entrenched processes and ways of working so that we can be more responsive, more efficient and more distinctive in creating a safe, customer centric environment and get things done. Taking away the barriers, leading by example and being visible is what leading with our hands really means.
Sounds like a lot to go at? Of course it is, but what underpins each strength is communication skills. Leadership is a relationship business and that means we are all in the business of communication. Any successful relationship is built on communicating clearly, listening wholeheartedly and influencing readily. Just because we learnt a language (or more than one), when we were younger, it doesn’t mean others understand us now. We have a lot to say, a lot of ways in which to say it and a lot of different needs, priorities and emotions to address. Oh, and by the way, we need to most of that remotely. It’s not easy but it’s not an option. So, as we all continue to learn and change and grow: which leadership strength do you want to work on strengthening now?
No comments:
Post a Comment