At the time of preparing this blog, there have been more than 30 million COVID-19 cases worldwide, causing more than 1 million deaths. Unlike most crises that arise and fade away quickly, COVID-19 is persisting and is beginning to resurge, with many experts thinking the second wave could be more severe than the first.
This pandemic carries huge implications for leaders who need to develop strategies in response to the disruption. They must step outside the current mind-set of focusing on the core business as business-as-usual and think from a different perspective. Leaders need to create strategies that take maximum advantage of the trends and opportunities created by the disruption and the new-normal, whilst always considering the new threats and challenges that the same disruption creates.
Many leaders have turned to survival mode. So, how long can you tread water? When do you adjust strategy and swim towards a solid platform to flourish, not simply survive?
Leaders cannot wait until the pandemic ends to assess the effectiveness of their response. In order to successfully navigate your unique business landscape or environment and turn a state of survival into a state of flourishing, leaders need to persistently bridge the gap between the organizational (and individual) potential and performance by helping the organization and individuals evaluate their strengths, opportunities, aspirations and goals that should be focused on to unlock the real potential and achieve a realistic and sustainable bottom line results.
Now, more than ever, people want to work for companies with missions and business philosophies that resonate with them intellectually and emotionally. Having a compelling purpose helps kick-start action, and particularly in a crisis, companies must know their purpose. People need to understand why they must change, and why this course of action will have a positive result faster or more easily than what they are currently doing. It is critical that there be workable mechanisms that embed the changes the new mind-sets, norms, and habits needed to deliver the purpose after the initial drive for change.
Exceptional organizations all have cultures in which the leadership provides positive support and creates an environment where people in the organization look out for each other and look out for the organization. An environment where people feel vulnerable; courage or trust or acting with integrity will be difficult; however, when people feel safe and people feel that someone has got their back, courage, trust, and integrity will flourish.
Leaders must:
- Identify key areas the organization should focus on to move from survival to flourishing.
- Equip and empower their people to use their untapped talents and abilities.
- Give real direction to an effective solution that delivers measurable results now and post the pandemic.
To remain relevant in today’s business environment, leaders must provide their employees with the knowledge and training they need to be successful. Dynamic leaders excel in people skills and the ability to create a motivational environment and focus on clearly communicating well defined goals to the people throughout the organization.
In our challenging business environment, leaders must embrace the current reality of the business and environment and always put people first, whilst developing strategies that differentiate them. Performance can then be accelerated through the effective development and empowerment of people, who have the belief in themselves and the company’s purpose and ambitions. Ultimately, leadership development is essential to equip leaders to fulfil their potential and to achieve their organization’s full potential.