Leadership organisation Maximus produce an excellent magazine with numerous articles on lessons of leadership, this article really jumped out at me. With everyone working from home, organisations have made significant changes in how they work. Not just changing the technology (video) and the location (home) but also a change in trust relationships, as leaders now have to trust their team to progress work under intense pressure and widely distributed where they are not easily monitored for support and direction. Governance Accountability and the New Era of Democratic Leadership Its not about devolving all accountability, however as Maximus Founder Vanessa Gavan says “You want to open up the boundaries of control to offer more freedom, provide employees with more context than you have ever before, engender higher levels of trust and transparency and ask for their best contribution. This is how you will fulfil their needs and capitalise on their contribution in the
Synopsis of an article from Forbes, by Joe McKendrick Published, 21 July 2020 This article references a recent study Microsoft completed on their employees and how they were coping with working from newly working from home. The team analysed a department of 350 people to better understand what impact mandated working from home was having on the way they worked. some of the key findings included: Longer but choppier work days The work day and the work week was longer with employees tending to work an additional four hours a week starting earlier and finishing later. However this was somewhat offset by more time spent on managing personal priorities such as homeschooling and childcare. More but shorter meetings Lots more meetings especially short 30 minute meetings. Very protective managers Senior managers increased their communication and collaboration. Managers increased messaging 115% as they worked to remain connected to dispersed remote teams.
Synopsis of an article from Inc. by Anne Gherini, Published 15th July 2020 This article points out that EQ or Emotional Intelligence has been recognised as more powerful predictor of an individual’s success as a leader than IQ. As we continue to work fully remotely what do you need to do to dial up the EQ. “High EQ individuals who display empathy, confidence, and comfort with their own limitations will be able to thrive and emerge as leaders in the pack.“ Human Centric Management Empathy – being aware of how others are feeling and coping. For some working from home can be lonely and feel overwhelming. Not everyone has the best home office set up, they may have to share it with others or have to manage home schooling – be aware. Anne points out that you need to make time for check-ins, with out an agenda to have a basis for
Synopsis of an article from Harvard Business Review, by by Justin Hale and Joseph Grenny, Published 9th March 2020 The authors make the argument that too often meeting attendees check out. When everyone is in the same room there are techniques we all use to bring the attention back to the speaker but how do you do that on a virtual meeting. Here are 5 rules that can really help sharpen the focus in your next virtual meeting. The 60 second rule – In the first minute of the meeting do something with the group to make them experience the problem. It might be a dramatic story, compelling statistics or a powerful analogy. The goal is to ensure that the group understands the problem before you discuss or try to solve it. The responsibility rule – when attending a meeting we all have a role, you need to provide clarity on the engagement
Synopsis of an article from Forbes, by Benjamin Laker, Published 6th July 2020 In this article Benjamin looks at ‘Respect Trumps Harmony’ a new book from Rachel Robertson who also published ‘Leading on the Edge’ which is an account and the learnings from her expedition to Antartica. The key points that Rachel makes are that now is the perfect time for leaders to reset, redefine and to clarify. To re-set the cultural boundaries, to redefine the rituals and clarify team expectations. Establish what worked in our old rituals and behaviours and what should be ‘ditched’. Three tools that any leaders can use: No TrianglesPractice only having direct conversations to build respect and collaboration. ‘‘We had a simple rule that went ‘I don’t speak to you about him, or you don’t speak to me about her.’ No Triangles go direct to the source”, Rachael said. Manage Your Bacon WarsAs you return
Synopsis of an article from McKinsey By Homayoun Hatami, Pal Erik Sjatil, and Kevin Sneader Published 28th May 2020 CEOs (and all leaders) need to take care of themselvesWith so much to focus on right now, focusing on yourself might not be top of mind, but if you are tired you lose your ability to be effective, you stop processing information as well and your moods may suffer. The authors suggest tips on ways to avoid burnout and tap into new sources of energy. – Call a friend or colleague you like for an early afternoon chat– Take a walk outside, exercise is a tested way to restore energy– Stop Friday afternoon meetings– Consider getting an early night on Thursday to go into the weekend fresh Break out of your isolationGetting unfiltered information and contradictory viewpoints requires finding sources of objective, trustworthy and quality information. Making contact directly with individuals and teams to
Article from HBR by Mark Mortensen & Constance Noonan Hadley, Published May 22, 2020 Before CoVID-19 there was no playbook on how to transition a team to 100% virtual (in a matter of days), no one has ever done anything like this before. Yet this year its been done by companies all over the world and some found their Business Continuity Planning (BCP) had some gaps, some teams and individuals have found the transition easy and successful other found it extremely hard. This article points out that Teamwork has Gotten Harder – having a sense of the connectedness across teams is crucial. “Teams that have unclear missions, inconsistent social norms, low common identity, unclear roles and unstable membership – are recipe for team disasters.” The result a lack of productivity, low levels of engagement and frustration. Mark & Constance offer some guidance. Start with Triage – identify the critical team