The author is the author of “How to Become a Better Leader” and a visiting professor at an American university Bayesian School of Business, City, University of London
A learning organization, Peter Senge wrote Fifth DisciplineMore than 30 years ago, this was a place where people “continuously expanded their capabilities to create the results they really wanted.” Not every company can do this. But it would be unfortunate if the experience of the past 18 months or so did not bring some valuable learning and fresh thinking.
How leaders and managers might change the way they work Coronavirus pandemic? Here are five ideas to consider when we rebuild.
Recalibrate your (manual) algorithm
For those who want to restore “business as usual”, these are difficult days: there is no normality in the Covid era, and there is no “new normal”.
We can learn from them instead of suppressing the memory of difficult days. Jon Stokes, a leadership consultant at consulting firm Stokes & Jolly, said the vulnerabilities experienced by some senior managers in a crisis can be valuable. “Colleagues have to open up and share their concerns in ways that may not have been available in the past,” he said.
“This will lead to beneficial dialogue and collaboration. Leaders in organizations are often high achievers who find it difficult to admit loopholes. But innovation comes from admitting that there are things you don’t know and need to explore,” he added.
There is also evidence that we Learn more in times of stressA few years ago, at the then Ashridge Business School, Eve Poole and her colleagues conducted simulation tests in which executives faced a series of tests when connecting to a heart monitor. Management dilemma. Assessments of learning performed three and six months later showed a correlation between increased heart rate and improved learning.
Poole said the delegates learned better under pressure. As she explained in her Ted speech, learning is faster because of enhanced cognitive functions, and learning is more durable because memories are tagged with emotions. Some managers may be attracted by the processing power of automation and artificial intelligence. However, a more human response to the post-Covid era will use emotional memory to refine human judgments and discover opportunities.
William Eccleshare, the outgoing global CEO of Clear Channel, an outdoor media business, said that hybrid is a “fat” word because it is a broad concept with multiple possible meanings and meanings.
While some companies—such as PricewaterhouseCoopers (partial) and Deloitte (more comprehensive)—will provide flexibility to employees, other companies, especially investment bank Goldman Sachs, have called for full-time return to the office.
However, diktat’s refusal to manage may be a reason for the “big resignation”. Blogger Ed Zitron recently wrote, “Bosses and managers want employees to go back because the’office culture’ has inspired management to become a form of surveillance.”
Although McKinsey’s consultants may not go that far, some believe that change is underway. “I think the dynamics here are very good, because employers are forced to think about what employees have just experienced,” McKinsey senior partner Bill Shaninger observed in the podcast. “Now is the time’Let’s pause and start discussing how we will re-attract the workforce.'”
In another article, the company stated: “If leaders do not accept the fact that they do not know the shape of the future Mixed work, Their talents will continue to go out the door. “The alternative proposed by McKinsey? “They can embrace this unique opportunity for change and work with their employees. .. Discover a new and better way of working. “
Before Covid struck, the language of happiness was familiar. But the global medical emergency has provided new impetus for the health and safety of workers.
At Rolls Royce, the British engineering group, people have a good understanding of the links between well-being, efficiency and productivity. “Health is an integral part of our production system,” said David Roomes, the company’s chief medical officer. The pandemic plan has been underway for two decades, and Rolls-Royce closed its factories for only a week at the beginning of the crisis. “Since then, we have not lost a day’s production due to Covid,” he added.
Rums pointed out that a lot can be learned from this crisis. “This is a turning point in how companies work with employees,” he said. “This creates an opportunity to participate and improve the overall well-being of the individual.”
But this is not a return to paternalism or a top-down, one-size-fits-all approach. Well-being “depends on people’s needs and the environment,” Roomes said, adding that the company focuses on “local priorities” and has a well-being committee at each location.
“The’we will take care of you’ attitude can create dependence,” Lums said. “I think it’s better to care about your employees than to care about your employees.” For this, you need managers with “high emotional intelligence” [emotional intelligence]”, he added.
Management writer CK Prahalad once said that in addition to moving along the learning curve, companies also need to move along the oblivious curve and discard practices and assumptions that hinder success. As a result of this crisis, the best companies learned a lot, but also gave up a lot — and quickly.
In March of this year, when Darcy Willson-Rymer took over as CEO of Card Factory, the greeting card business, its UK store was locked due to Christmas displays. In the spring, employees returned from vacation and destocked and replenished the entire business within two weeks. “The store team is excellent,” Willson-Rymer said.
But Card Factory faces severe logistical challenges. “We installed the Shipfinder application on our mobile phones to track ships,” Willson-Rymer pointed out. “We have to be very agile. You don’t know when the ships will dock. When they do, you need trucks… You don’t know when they will come in. We have to reconfigure when to send inventory and how to send inventory to 1,000 stores.
“The most important thing we do is to empower the team to make decisions in real time, so if they need to change the way the store is displayed, because one product is not yet on the shelves, and the other product does not have to be on the board.”
Work it podcast
Whether you are a boss, a deputy or someone who is being promoted, we are changing the way the world works. This is a podcast about working in different ways.
Join the host Isabel Berwick Every Wednesday expert analysis and drinking fountains discuss advanced workplace trends, the big ideas that shape today’s work-and the old habits we need to discard.
Develop yourself to fill the employee gap
Labor shortage Expose the employer. Companies are reminded that instead of hiring new employees, it is better to cultivate their own loyal employees. As American human resources consultant Ben Jackson told The Atlantic: “The human resources team operates in an environment where the recruitment time is longer, while worrying about the next person who may leave the company.”
However, Ugur Sahin and Ozlem Tureci, the founders of BioNTech, the biotechnology company that developed the first Covid vaccine in collaboration with Pfizer, told a very different success story.
“We were fortunate to start as the leader of a small group of scientists without other colleagues, and then we hired our first batch of PhD students and technicians,” Shahin told me recently. “As a scientist, the first thing you have to do is to educate and teach your students. So our initial mentality is that not only do we have colleagues helping us, but we must educate and teach them.
“When we founded the company, many of our team members joined… This means that the company’s DNA, the company’s culture, is the same as our DNA in our academic career… Through this style, you can attract suitable People.”
The whole world is grateful to BioNTech for its talent management methods.