The post-pandemic world expects leaders to enable transformational reforms while staying true to traditional values. This is a time for leaders to prove their mettle and help teams achieve unconventional and unprecedented success. Thus, it is important for leaders to embrace their inner creativity and channel it to inspire, empower, and execute changes that transcend everything that has been done before.
Blair Sheppard - Global Leader, Strategy & Leadership at PwC released his ‘Ten Years to Midnight’ book back in August 2020. And after almost two years of a global pandemic, it remains as relevant as ever. The book talks about a supposed timelines of 10 years that the world leaders have before it’s too late. The timeline focuses on 4 urgent global challenges and possible strategic solutions for them. Sheppard urges leaders to act fast, even as the the 70 years long social-economic progress triggered by the Marshall Plan unravels in front of their eyes.
Cross generational team work can allow for an eclectic, but inspired flow of ideas and varying perspectives. However, leaders often struggle with managing such a culturally and often, technologically diverse team.
So, how can managers learn to lead their age-diverse team members better? And where to start?
The future of organisational landscape looks LIT! The latest generation entering the workforce in the near future is about to reinvent leadership and work styles, alike. And, like with any inter-generational shift, leaders are going to reinvent their styles in accordance with the new kids on the block.
Great leaders are able to make people believe that they are part of a higher purpose, an unified purpose. Whether it is a ‘magic skill’ or ‘brilliant flair,’ whatever it is, the secret sauce of inspired leadership is hard to deconstruct. And, to that end, here are 10 time tested leadership qualities
If you are anything like us, you are constantly fielding requests at work. From formal requests to informal asks, there is always something ‘urgent’ that requires your immediate attention. However, it is impossible to attend to every single one of them. But, in a close knit society like a work team, saying No can be a tricky art to master. How do you decide which request to say no to? Which ones to prioritise? And how do you communicate the same without adversely impacting nter-personal relationships?
Navigating the unprecedented pandemic era meant that leaders had to express compassion at every stage, and be lenient with deadlines and employee performances.
But, now with the restrictions slowly lifting across many parts of the world, leaders have a new problem at hand. They are now wondering how to balance compassion for their team members with effective accountability. The good news is, these don’t need to be mutually exclusive. Here are 5 ways leaders can manage both, effectively.
Managing people is never easy, but the job of a leader becomes even more difficult when team members are openly hostile to each other. And, often, managers struggle to find the right way to help resolve such issues among their direct reports.
A recent meta-analysis survey on the effectiveness of diversity training programs smashed the prevalent perception that diversity training does not work. It shows that with adequate target awareness and skill development, such programs can bring about effective and long term behavioural changes within an organisation. So, how do leaders tackle the issue of enabling effective diversity in the work place?