The FutureWork Forum model and approach to shaping the new world of work identifies leadership as one of the key strands in the lived experience of people. The model questions the conventional lines of demarcation between employment and home life and many current leadership perspectives.
The pandemic changes priorities It takes a worldwide pandemic to focus the minds of leaders on what is really important to their employees. When individuals fear for their own lives, they are in survival mode and their priorities dramatically change.
In the business and consulting world, much is written about the need for leaders to display authenticity and build trust with employees, customers, and stakeholders.
The coronavirus has exposed what is working and what is not, as we adapt how we manage our teams and workplaces. What can leaders learn from the crisis? They don’t need a post-Covid transformation plan; they need a ‘listening plan’. Employees want to know their situation is understood.
Experiences with virtual meetings
One of the biggest challenges for leaders during the pandemic has been adapting to virtual meetings. In the past it’s been the person with the loudest voice in the room, or the one who gets to interrupt first, who usually has the most influence. Now it’s more likely to be the person with the best microphone, fastest broadband or good lighting who gets to influence others.
The COVID-19 pandemic has provided us with a unique opportunity to stand back and look at the world of work in a new light. Many assumptions about the way we structure organisations and how we run them have come into question. The role of leaders is under more scrutiny than ever before.
How to lead and create a way forward in a fast-moving and ambiguous world.
It’s clear that we now live in a world full of confusion, ambiguity and disruption. The pace of change has outstripped our ability to keep up with it. Things don’t seem to work the same way anymore. It’s like someone has changed the rules on how to lead. Back in the day we were taught to be decisive, to give clarity, to drive results.
How kindness can transform the workplace for sustainability of the organisation
Across all cultures, since the beginning of time, there has been a sense of organised humanity. We suggest that kindness has always been a universal quality of this, although its manifestation may take various cultural forms.
Kindness in the workplace is our focus and the source of the change, or spark, we want to advance. It is the root of what we want to express. It involves the virtues of empathy – which is most important – along with humility, compassion, love, and respect.
We would argue that to date, and due to COVID-19, sustainability as ‘the new way of doing business’ has been side-lined and largely ignored. The clock is ticking, and short-term business thinking still prevails.
But what of the journey? What will leaders and businesses need to navigate to make this vision a reality? In the short term the challenge of stabilising the global economy will need to be overcome, employers will need to create a safe environment for employees to return to work and millions of workers worldwide will need to be re-skilled. Office space will need to be repurposed with every organisation needing to find a way to successfully accommodate remote working. Leaders will need to develop new skills to cope with the pace of change, the rapidly changing demands of employees and customers and meeting sustainability targets.