What Great Business Leadership Looks Like Following A Pandemic
The international health crisis has changed the operations of businesses across the world. Even now, years since it first began, leaders are continuing to evaluate the way in which they can best respond to and, in some cases recover from, the effects that such a drastic change in priorities have had upon the expectations of employees, clients, and customers.
While uncertainty remains, so does the opportunity for innovation. A number of businesses have found success in new methodology or affirmation in the risks that have gone on to produce a reward, to the extent that, even as a degree of normalcy is once again accomplished, they are maintaining newly developed practices. As follows, leaders across all industries are looking to such examples of success and imitating their decisions.
As we gradually move further away from the immediacy of the health crisis, we are better able to look upon the initiatives and changes that succeeded, from the adoption of new software to changes in forms of communication, all of which has the potential to improve business performance and, importantly, leadership in a post-pandemic world.
Prepare To Respond
One of the most ubiquitous qualities among leaders who navigated their way to success over the past few years was agility. Being able to respond to sudden changes, instead of remaining staunch in previously successful methodology, has led many to overcome challenges.
Historically there has been a conservative culture among business leaders who will choose to perpetuate general rules and find comfort in their experience. However, as was demonstrated in a period of unforeseen challenges, such a decision is a risk. Instead, it is preferable to respond individually and astutely to the issue at hand.
Leaders have learned to place a greater deal of trust in their employees, especially as they begin working remotely. And while this does manifest as ensuring a degree of independence among teleworking staff members, trusting that they are not only able but willing to operate well, trust also means ensuring that employees are confident enough to communicate and feedback to line managers.
As Ross Eades, CEO or Red, discusses in conversation with People Group Services, the “pulling together, working closer together, and being very open and frank about situations, not just getting on the sales hype of it’s always got to be good news, but actually analysing things properly.”
Those leaders who ensured employees were equipped with up-to-date software and hardware found success during lockdown. There is often hesitation to adopt new technologies, especially when it comes at a cost, however, those who were forward-thinking enough to invest in cloud-based software and the digitisation of operations found it much easier to transition to new circumstances of operation, especially remote working.
Improved digital resources also allow for the better accumulation and analysation of data that, in turn, enables businesses to more efficiently see the effects of their decision making and how they might better navigate operations in the future.