11 umiejętności, które pomogą stać się lepszym przywódcą w nowej erze pracy
11 SKILLS THAT WILL HELP YOU BECOME A BETTER LEADER IN THE NEW ERA OF WORK
Linked with EQ, self-awareness is defined by the Merriam-Webster dictionary as “an awareness of one’s own personality or individuality”. Organisational psychologist and researcher Tasha Eurich has gone further, identifying two broad categories of self-awareness: 1. internal and 2. external.
During this crisis, leaders have had to adapt and tackle new challenges on a near-daily basis. In the process, however, we’ve learned that we can affect significant change overnight – for example, by leveraging entire workforces to suddenly start working remotely. So, we know we can adapt quickly, and have the necessary skills to do so. And, in the new era of work, we will need to continue working this way in response to the new changes and uncertainties that will inevitably arise. This has been one of the key learnings our CEO, Alistair Cox has personally shared.
At this time when so much remains uncertain – not just about the course of the pandemic, but also about the real-world impact on our daily lives – people are looking to leaders for direction and a sense of the way forward. The way you communicate this will therefore have a huge impact.
It has long been argued that it is crisis and limitation, rather than stability and freedom, that most help to spur on creativity and innovation. Charlotte Gifford, writing for European CEO, has noted that “we often assume that we are at our most creative when we have an abundance of time and resources at our fingertips, but research suggests that constraints help us unlock our brightest ideas.”
Closely related to the above point about creativity and problem-solving, critical thinking will be imperative in the new era of work, for the simple reason that the new and unfamiliar circumstances we face in the wake of the coronavirus crisis are likely to present new challenges.
One key change that the COVID-19 pandemic has certainly brought to the world of work is a surge in remote working. And as we’ve moved through the crisis, we have seen the introduction of hybrid teams, whereby some workers are office-based, and others home-based. It has never been more important for leaders to lead their teams in an inclusive way, ensuring every member of the team feels they are of value.
As Cox says, “Nothing I could have learned at business school could have ever prepared me for the past four months. While these weeks have undoubtedly been some of the most challenging of my career, they have also been some of the most valuable in terms of lessons learned.” The COVID-19 crisis has certainly shone a spotlight on the importance of commitment to lifelong learning, regardless of seniority.
The ability to take well-reasoned, calculated risks has always been an important component of leadership. Leaders should not confuse it with genuinely reckless risk taking that combines high risk with low potential reward.
Closely interlinked with the importance of risk taking is that of adopting a positive and proactive attitude to whatever circumstances you may find yourself in as a leader.
It is also crucial that amid everything else that makes us what we are as leaders, we are also, ultimately, human – and successful business is all about human connection. So, your leadership approach shouldn’t be cold and impersonal – it should feel human and authentic.
As drastic an impact as the COVID-19 crisis has had on the corporate landscape, it’s also true that all of the aforementioned qualities were crucial and valued in leadership long beforehand. Nonetheless, they have arguably become even more important in the new era of work, in which so much has already changed and so much more remains uncertain. So, keep in mind that it’s not just the above skills that will help to make you a better leader in the coming months and years, but also the ability to adopt different styles of leadership as and when needed, as I have previously written about.
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