In COVID-19, leaders and employers across a multitude of sectors are facing a reality that even the most robust of contingency plans failed to foresee.
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COVID is the Ironman of leadership experiences. Everyone is watching, and employees are feeling the effects of their manager’s leadership style.
Many organizations understand the benefits of using data to inform decisions: that it can empower employees to make more informed decisions, improve productivity and drive competitive advantage.
In addition to planning physical workspace changes, leaders should also prepare themselves to navigate the more complex issues of their employees’ sense of psychological safety.
It’s critical for leaders to model resiliency so that employees internalize it and adapt contemporaneously — and in uncertain times like the ones we live in, it must be done with empathy, care and purpose
Change is often hard and even unwanted, but effective leaders can keep employees excited about change, engaged, informed and productive.
Becoming data-driven is a process, not an end in itself, and it requires time from both the leadership team and the employees.
Just as culture influences social behaviors, the business culture influences how people behave. As a result, for training to be effective, it must influence and become part of the business culture.
Emotional intelligence is on the mind of nearly every leader and organization seeking to be innovative, especially as newly dispersed workplaces moved into uncertain home office situations.
Leading remote teams requires managers to develop unique leadership skills to engage remote workers and maintain effective communication.