Most of the published literature has focused on why meetings fail or succeed, scheduling meetings efficiently, planning for a successful committee meeting, etc. Emphasis is now on how to make the best of a meeting. Sufficient focus is not espoused on the leadership dimension, a key aspect for effectiveness.
It has been the toughest of times-leading through a pandemic. But what can we learn from what we have all been through? How will it change us as leaders? And how should we lead out of lockdown? These are just some of the questions that we believe leaders should be pausing to ask themselves.
As COVID-19 has created a lasting impact of life, business, culture, etc., the traditional working model is losing ground and is struggling to transform and manage their distributed workforce. This changing work terrain calls for a changed transformational leadership model that is servant-based.
While navigating organisational challenges the one thread that weaves together the whole experience is the unbridled power of good communication and storytelling. But if communication is so important, and we are more interconnected than ever before, then why are most managers and leaders so bad at it?
It has been the toughest of times leading through a pandemic. But what can we learn from what we have all been through? How will it change us as leaders? And how should we lead out of lockdown? These are just some of the questions that we believe leaders should be pausing to ask themselves.
Summary: The breadth of change for leaders and their teams during the global pandemic has been dramatic: what we are doing, how we are working, when, and of course, where. Leaders need to build resilience—their teams’ as well as their own—in order to thrive in today’s times.
Summary: What is the secret to leadership? How can a leader impact each team member’s drive and passion for their jobs while also improving their overall health and well-being? In the end, how can an organisation achieve excellence? Building trust through care and compassion may just be the answer
Summary: It is generally very difficult to build and sustain resonant relationships in the present demanding and stressful times. What is it that resonant leaders do that makes them more successful than those that aren’t, when it comes to leading a team?
Summary: Navigating the intense pressure at work requires resilience, but this time of change is special—it also requires leaders to take a step back, to engage their most innovative and strategic thinking, and to practise a unique self-discipline that will enable them to activate their organisations for a new world.
Summary: Resilience is a deep-rooted attribute that flows from the culture of an organisation, through the senior management, and down to the employees. Resilient organisations begin with resilient teams that are made of resilient individuals.