Since March, our world of work has changed more than any of us ever would have imagined. Now organizations are starting to explore a phased return to previous work arrangements. Last week I shared some thoughts on practices leaders should employ to help their teams successfully navigate their return.
But, for teams and organizations to thrive in the long run, leaders will need to embrace new skills and new ways of leading. And, while there are numerous areas you could focus on developing, here are three key capabilities that will help better prepare your team for future disruptions:
Authenticity – A recent literature review on team resilience suggests that team identity is a key enabler of teams that can successfully recover from disruption. Strong team identity requires a leader who engenders trust through authenticity. Authentic leaders are genuinely self-aware and inspire loyalty and trust by consistently being who they really are. And research has shown that authentic leadership is the single biggest predictor of employee satisfaction. As your team slowly returns to more typical ways of working, you have the opportunity to show up in a more authentic way. Practice openness and true humility. Be honest about the challenges and opportunities you are facing as a leader and as an organization. And, create a safe space for your team to do the same. Read More…
The last few months have fundamentally changed the way many people live their lives day-to-day. Over the last few weeks, in particular, I have noticed an increase in a variety of what might normally be considered “unhealthy” behavior during my interactions with people.
Some individuals seem to be taking one of three paths as they attempt to make sense of their new realities and as they come to grips with being thrust into a reality where they have limited control and where the situation is rapidly changing-
Finding false hope. These people keep finding a date that they hang their hopes on when things will “return to normal”. The challenge is that every time one of those dates comes to pass and things have not returned to normal, they pick a new date, each time seeming to lose a piece of themselves.
Losing hope altogether. These people really seem to be struggling. They seem consumed with every news story and conspiracy theory that they come across. They feel like the sky is falling and they are beginning to (or have) lost hope that things will get better.
Finding resilience. The rest seem to acknowledge their new reality and face facts without losing hope that things will get better (a concept articulated by Admiral James Stockdale called the Stockdale Paradox). They don’t hang their hopes on the next date that things will be fine and they don’t fall into a pit of despair. It is these folks who seem to be best adapted to survive and thrive in environments where they have little control.
While we are not out of the woods with COVID-19 yet, many organizations are beginning to plan for gradual return to office work. For some employees, this will be a welcome relief from the isolation of remote work. But, for others, it will be a disruption that could feel even bigger than the shift to working at home.
Regardless of where you and your team fall on that emotional spectrum, as a leader you should see this change as an opportunity to demonstrate empathy and strengthen the connections that can help drive high performance. Here are some key practices that will help you lead your team through their return to work: Read More…
In this episode, Chris Cancialosi interviews Ralph Galati, former Air Force officer, and POW and Executive Director of JDog Foundation.
The loss of control and isolation that many people are feeling globally as a result of the coronavirus pandemic is affecting them in a variety of ways. Some people seem to have lost hope while others seem to hold out unreasonable hope that things will “go back to normal” on a certain date only to be let down when their hopes aren’t realized. In this episode, we talk to Ralph Galati, former Air Force officer who found himself shot down over North Vietnam and who then served as a prisoner of war for 14 months before being freed. Ralph shares his perspective on what people may be feeling during this time and how to draw upon the internal and external resources you have to not only survive but to thrive in uncertain times.
Navigating leadership changes can be a difficult challenge for teams and organizations. New relationships, new ways of working, and shifts in strategic priorities can derail even the most successful teams. And with many organizations already struggling to meet performance expectations, it is imperative that leaders quickly make an impact on key mission priorities. So, how can new leaders more quickly assimilate?
Formal New Leader Assimilation
Most existing new leader assimilation processes trace their roots to original research conducted by John Gabarro first published in 1985. Gabarro studied the succession of 14 general managers to understand the challenges of taking charge of a new organization. Using longitudinal studies and historical case reviews, Gabarro examined successions covering:
Functional and general managers
Organizations ranging in annual sales from $1.2 million to $3 billion,
Turnarounds and normal situations
Successions that failed as well as those that succeeded.
In Gabarro’s work, he found that it typically takes 13 to 18 months of learning before a new leadership is ready to significantly impact the organization. Given the amount of time and resources invested in finding and placing a new leader, waiting a year or more to see a return on that investment is a daunting proposition for most organizations. As such it is no surprise that Gabarro’s work spawned tremendous interest in finding ways to significantly reduce that timeline. Read More…
When I woke this morning, I laid in bed for a moment realizing the quieter start of our days and thought through the agenda for the hours ahead. I took a moment to figure out what day it was, marveling at the perception of time. Days are flying by, yet it feels like we’re standing still.
I was struck by a thought I had, and that it was the exact same thought I had the day before, and the day before that. It’s a thought that comes to me with such clarity, such simplicity, and urgently. “This is so weird.”
We will be going through our day without leaving the house (except to take another walk around the block ), without interacting with other people (except for our neighbors from an awkward distance across the sidewalk), and without physically connecting with our friends and family outside of our home. Now, more than ever, I am grateful for technology and video conferencing.
I wonder, when will I wake and say, ‘this is normal.’ Or not have any thought or judgment of the day at all. And what I’m learning is that it isn’t without the other experiences that I’m able to truly observe my current reality.
Without a sense of normalcy, I wouldn’t be able to see this current reality as weird. As I reflect on the changes and differences and losses of today, I can see more clearly all the things that I perceived as normal. Read More…
Portuguese author Fernando Pessoa wrote, “Literature is the most agreeable way of ignoring life.”
I’ve certainly found this to be true as I’ve been packing for our move. A couple of weeks ago I wrote about procrastinating from packing by rediscovering lessons from past reads. And, that particular procrastination has become my go-to activity of late. So, I thought I’d finally post the follow up to that blog and share a few more of the leadership lessons I’ve found in unexpected places. Read More…
Leaders emerge during times of crisis, formal titles or not. They provide support, strength, and vision for those around them. And they give something else of themselves: vulnerability.
Our presence as leaders is not only about projections or manifestations of strength. It is about being open to the concept of vulnerability – which, paradoxically, in and of itself is a strength.
Is there anyone in the world today who does not feel vulnerable?
In speaking with leaders in recent days, I find that many are struggling with their personal situations (working at home with young children, for instance), as well as their own insecurities and fears. They confess to me that they are reluctant to tell others what they are experiencing, although they realize the emotions they feel are universal. These leaders sometimes conclude that telling others what they are experiencing might be a sign of weakness.
I ask my clients “What do you feel vulnerable about now?” and “How would it serve you and your team by talking about it?” Also, “How can you best establish a connection with your people during this crisis?” Finally, “What do you think your people concerned about?”
What emerges from their answers? That opening up on a personal level is what people need. And a leader who speaks of his or her own challenges opens up the possibilities for others to speak about theirs. That solidifies the connection – that human contact – which is so important to each of us. Read More…
A couple of weeks ago I wrote about my attempts to take a day off from being busy. Since that post, a lot has changed, and the challenge of unbusying is harder than ever for some.
Between the shift to remote work, increased responsibilities to care for the kids, a spouse/significant other, aging parents, etc, and the need to plan and adapt, I know for many of you, time is still a very scarce resource.
In fact, despite having fewer commitments due to physical distancing requirements, I’m still not doing a great job of being less busy. For all the really hard things this season is bringing, I’ve decided to commit finding some good by taking advantage of the opportunity to reset my schedule. Here’s why I think, for me at least, now is a perfect time to make the shift to being less busy. Read More…
Across the globe, neighborhoods have been firing up with the sounds of banging pots and claps as tribute to the medical and healthcare workers who have been risking their lives and their families to serve at the frontlines of this pandemic. We have all seen videos and heard of very human stories about the fatigue, defeat yet enduring commitment these superheroes in scrubs are facing every day. I am sure I am not alone in feeling humbled, inspired, heartbroken and grateful for their change leadership, bravery and selflessness in healing our world.
The systems thinking approach encourages looking at the different parts of a system and how they interrelate. We need to look at the world as a global interconnected system. The medical and healthcare workers are at the epicenter of our system and as they are doing their part, every government, industry, community, organization, and individual is responsible for playing a part in repairing it.
We are seeing several laudable individual and grassroots initiatives supporting our healthcare superheroes. Aside from monetary donations, we are also seeing many organizations creatively leveraging their expertise, know-how, and resources to support our medical and healthcare workers in any way they can. So, we will now turn to a couple of examples of these organizations that are teaching us a thing or two about how true change leadership requires a systems thinking approach. Read More…