June 8, 2020 • Mezzana Thought Leadership
At the time of writing (June 2020), we’re in the midst of unprecedented turbulence and change. The Covid pandemic has required every organization to explore reinventing aspects of themselves in order to operate and survive.
Change has accelerated in the face of uncertainty and unpredictability, requiring rapid, short term adaptations during and post-lockdown. Longer-term reimagining of how business is done is also needed now – a challenge to do alongside the demands of managing and supporting people as they struggle to deal with uncertainty.
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A conversation with Duncan Law, Consultant Clinical Psychologist who has over 30-years’ experience working in applied psychology across elite sporting environments, including premier league football,
“The course has already started me thinking about my actions as a leader. How can I be more intentional in what I do for both myself and my team. It has made me consider recognising performance as well as outcomes!”
At the time of writing, I’m (Katherine) spending some time in Ireland, working and holidaying. Ireland has handled the Covid crisis relatively well, with the Government receiving plaudits for its swift and decisive action and clarity of its communication through the first four months of the crisis. At the end of June, however, there was a change in government, and with it a change in leadership approach and style – and this new approach has come in for plenty of criticism in recent weeks.
As businesses are navigating a return to the workplace, safety is foremost in everyone’s minds. And while the focus is necessarily on creating a physically safe, bio-secure environment, paying attention to creating psychological safety is critical AND maintain (or even re-establish) an emphasis on productivity and performance.
