We’re in the ultimate VUCA environment, and it’s one that most of us are neither experienced nor equipped to lead in. We’re in uncharted territory, we’ve got little in terms of a map, and we’ve been given the daunting task of navigating our business and our people our way through it.
Coronavirus is sweeping the world, moving fast in some regions, and in a more contained way in others. We’ll share our insight here on understanding and responding to threat, with some practical suggestions on leading in threatening and challenging times.
It’s a deliberate choice to spend time investing in relationships. It’s not a ‘given’ that your relationships will benefit from spending time together socially or engaged in a collaborative venture. It takes focused effort to build, sustain and nurture high quality relationships.
Too often we see leaders in business and sport striving to win at all costs: try harder, work longer, go faster. Push every limit. Test every boundary. Do more with less.
What can we learn from Britain’s sporting success?
Like it or not, coaching’s an increasingly important aspect of management. But coaching as a line manager is very different from bringing in an external coach – not least because people won’t be expecting you to sit them down and start asking how they feel about things.
Humans are social animals. As part of our pack behaviour, our brains are hard-wired to pick up subtle cues about our pack leaders’ moods and emotions.
