Coming Down the Mountain: Coming Out Of This Crisis Stronger
Breakthrough technology, uncertainty and the unprecedented and ever-increasing speed of change demand an organisation that is a fit for the challenges of the 21st century. We are describing not just a better, but a very different kind of way to operate. An organisation built to change; one where disruption, agility and speed of learning dominate the leadership conversation.
Which brings us to the COVID-19 crisis. A crisis has three stages. Stage one: acceptance. Stage two: survival. Stage three: growth. And the winners will be? Those who come out of this crisis stronger.
Amid the veritable avalanche of "me too" advice on how to get through this crisis it is easy to overlook two central questions:
"How will your business come out of this stronger?"
"As a leader, how will you personally come out of this stronger?"
"Part One: Coming Down the Mountain" looks at how to come out of this crisis stronger:
The Three Stages of Crisis
Letting Go of Our Past
Following a Script From a Different Century
The New Normal
Coming Down the Mountain
Why Culture Matters
Appendix one: 3 X 3: Crisis, Culture and Change
Mindset Assessment: Will You come Out of This Crisis Stronger?
"Leadership: Moving Beyond The Crisis" is a complementary book series, specifically aimed at enhancing how leaders respond to times of crisis.
The books cover concepts such as how to come out of this crisis stronger, culture, leadership agility and learning, what makes great teams. Also included are essential skills to enable us to start having conversations about moving forward while taking appropriate actions.
"The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years."
TRANSEARCH USA surveyed nearly 100 companies in 10 diverse sectors to assess the response of American companies to the sea of changes triggered by the pandemic. Chris Swan and John Ryan present key findings to help you learn what your company can do to conquer the crisis and emerge stronger than before.
50% of employees will continue to work from home post-pandemic.
More than 45% of respondents want their leaders to improve Emotional Intelligence skills.
30% of organisations will focus on attracting new talent after the pandemic.
The top three 'human capital priorities' will be improving organisational agility and flexibility, retaining current talent and succession plans.
The Key Challenges and Opportunities in Human Resources - A Study by TRANSEARCH Romania
"Never let a good crisis go to waste" as Winston Churchill famously said. COVID-19 and the impact on people, operations and business give us an impetus to develop fresh ideas in Human Resources and to review Leadership Skills.
During the last weeks we received valuable feedback from our clients and candidates; their approach to the ongoing changes, and how they intend to come out of this crisis even stronger!
We are delighted to share our findings with you. The original survey was conducted distributing a questionnaire; to over 300 CEOs, Managing Directors and Human Resources Managers in Romania and across Europe.
Maintaining efficiency while working from home
Maintaining motivation and engagement
Improving organization's agility and flexibility
Leading through change with an entrepreneurial spirit underpinned by emotional intelligence
Need for profiles in Automatization/Robotics, Digitalization and Transformation/Change
"Successful organisations are powered by the diverse opinions, skill sets and life experiences of their employees. To tap into the full potential of human diversity, organisations need to hire diverse talent and create an inclusive working culture underpinned by a fundamental sense of belonging, fairness and equity, enabling people to bring their 'full self' to work."
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
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.
"The guiding principles and the four workforce management imperatives outlined in this document are a preliminary response to the unfolding crisis. They are intended to serve as a tool for Chief Human Resources Officers (CHROs) and other business leaders."
What does 'trusted advisor' mean and why does receiving the services of a trusted adviser matter? Ulrich F. Ackermann contributes his insights and experiences to Executive Talent magazine by the Association of Executive Search and Leadership Consultants.
There is little doubt that we are seeing a dramatic shift in the way we work. The 2020 Global Talent Trends Study examines how leading companies balance cost and care to win in an evolving and unpredictable world.