In the space of a few months COVID-19 has transformed our world and our futures.
Undoubtedly, we will have to live with COVID-19 for some time and continuously address the concerns of leaders and the workforce in an enhanced people focused manner in the future. The general consensus is that we will not get back to how we worked in the past and that the new normal is still evolving
A hybrid workforce, working from home and telecommunicating will be a default setting requiring a combination of a new leadership mindset and employee relationships to deliver future results, enhance innovation and secure sustainable performance.
Recent research indicates that the majority of employees (85%) are keen to continue to work from home for at least half the time. 1 in 3 employees are afraid of returning to work – and 75% want to see social distancing observed for at least 6 months – 21% think it should be for 12 months whilst 9% want permanent measures in place.
However, collaborating at a distance to manage a team or a project is creating its own unique set of challenges. Many organisations need a better way to more quickly and effectively align their people to make their best impact to changing customer, market and business demands.
Over the past three months, Rialto have continued to hold our leadership roundtables virtually to understand the top challenges that business leaders have been experiencing in this area which include:
One of the ways of achieving this is to focus on creating diversity of impact. In this context, we describe diversity as having an aligned team of people with the right skills in place to make sure everyone can make a contribution and deliver optimum impact as a team
In a virtual working environment, this relies more than ever on both leaders and individuals having a better understanding of not only team members’ individual skills and proclivities but also their impact and expertise.
Organisations also need to have greater clarity on what type of leadership and team contribution they require to deliver future focussed business impact be this operating as;
There is a need to review objectives and assess what skills are needed to achieve future goals and review the team, their dynamics and the impact they can collectively make. This could, for instance, mean identifying who are the game-changers, the strategists or the implementers and who and how they need to be supported by the other team members to bring about transformation. If individuals fully understand how and where they can make the greatest impact, a top team can realise their goals and objectives far more rapidly. Equally, honest and strong leadership is crucial to create more team cohesion’s and innovation in the face of the continued unknown.
Rialto are finding that harnessing the power of team collaboration and diversity of impact can be a key differentiator in business today.
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