This crisis is demonstrating that the way we behave, interact and communicate may have changed forever. Bill Sakellaris, in speaking with clients and candidates, a broader professional network, and friends, has observed a transitioning of thought and behaviour in people and organisations. Bill captures his thoughts on risk mitigation strategies, the assessment of leadership teams, organisational capability, and dealing with disruption.
In the most challenging of times it is essential that new leaders are integrated quickly and successfully. TRANSEARCH Paris interviewed leaders in new positions to determine the impact of the current situation on their ability to integrate without breaking stride. Anne Chevillotte highlights key findings including the leadership qualities and traits helping new leaders through these difficult times.
If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch. The coaching conversation must be informed by the emerging economic environment, tomorrow's customer's needs, and the business strategy. A number of coaching disciplines are common:
- Coaching is about framing the conversation such that the coachee finds their own way (power to).
- What the coach believes, the coachee will perceive. The coach must therefore work from the belief that the agreed outcome will (not might), could or should happen.
- An experienced coach learns how to work from a beginner's mind.
- To coach is to listen in the way the coachee has always wanted to be listened to.
- To coach is to help connect the coachee with their own story, ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
- Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility.
Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.
Multiple factors combine to determine the ultimate success or failure of a leader. The variables are interdependent and difficult to isolate. But complexity doesn't justify surrender. On the contrary, the study of leadership begs for a more scientific approach. Especially in times of crisis!
We are in uncharted waters. How leaders conduct themselves today, will add to or detract from their personal reputation well into the future. In times like these - especially in times like these - leaders must lead!
To lead is to:
- Put the success of the team above personal achievement.
- Effectively communicate what people should expect, how they should conduct themselves and why clear goals and timelines are essential.
- Articulate and embody hope.
- Understand where personal boundaries are … and manage accordingly.
- Reconnect the team to the organisation's purpose.
- Exemplify in your own behaviour what you ask of others.
- Depict and speak to truth in its many forms.
- Recognise that, crisis or not, without tomorrow's customer there can be no business.
Think about how you counsel the teams and people around you. Ask yourself, "Am I the leader they need?"
Insights from "Rising To The Challenge In Times of Uncertainty" published on LinkedIn by Celeste Whatley, Chief Executive Officer at TRANSEARCH.
Trust is an incredibly valuable business currency for today's global leaders. Frances X. Frei and Anne Morriss explain in detail the core drivers of trust, strategies you can deploy to overcome your own trust wobbles, and approaches for rebuilding trust when needed.
A crisis demands, more than ever, that to be a successful leader is to:
- Employ the head - Essential short-term actions must not take away from the compelling need to formulate the data/information and strategic insight demanded to put the business back on course as quickly as possible.
- Empower the hand - To fully acknowledge the scope and impact of the crisis, craft a caring and meaningful response, act decisively, recognise the organisation's role as part of a wider community… and do so at lightning speed.
- Engage the heart - Investments in teams and cross-organisation collaboration pays off. People, regardless of level, unite behind a common purpose. The support for working remotely builds on and further develops knowing that you are part of something special. No one gets left behind.
- Enrich the spirit - Put empathy front and centre of everything the organisation does and communicates. People need to be able to see the first glimmering light of an early dawn.
Insights from "Are You The LEADER They NEED?" (PDF) by John O. Burdett, Leadership advisor to TRANSEARCH International.
Nathan Furr shares three habits that can help you develop your own "uncertainty capability".
There are times in our executive careers when reputations are shaped and legacies forged in the hearts and minds of those we work with. The hard truth is that the most trying of times tests the leadership mettle of individual executives like no other.
Here are seven elements for business leaders to consider as they plan ahead.