Leading an agile organisation

The increase in technology based innovation and in evolving customer expectations has driven change at an incredible pace. This has highlighted the importance of having an organisation that is ‘agile and able to adapt quickly and effectively to changing markets and requirements.

Agile organisations can reinvent their approach to business through a balance of flexibility and stability that allows them to react to changing circumstances in a future orientated way. This then enables a positive impact on productivity, quality, customer relationships, team morale, flexibility and the achievement of goals.

To ensure these benefits are achieved, teams need to realise agility is based on a willingness to embrace change. An alignment is required between existing roles and new processes and these should be seen as a top strategic priority which is reinforced across the organisations culture. Leaders need to be seen to embrace the changes themselves whilst providing an environment where employees feel safe, not afraid to fail and able to work with their leaders in finding solutions to current and future challenges.

Organisational agility is essential in today’s rapidly changing world. Organisations need to be ready to challenge and change their operating models so they are able to respond to change and create the capacity to deliver transformation and improvement. 

Why leaders need to limit their empathy

Empathy, the ability to understand and be sensitive to another person’s feelings and thoughts, is a valuable skill. In the workplace, the challenging times we’ve all been through and, in many cases are still facing, has meant that empathy has become an increasingly important part of managers and leaders toolkit.

However, it is possible to take empathy too far. Leaders are often faced with situations involving dissatisfaction, disappointment, domestic problems or conflict and, whilst it's good for them to understand how their team feels about things, directly experiencing everyone’s problems and emotions without being able to control them can be exhausting.

Emotions, even happy ones, can be draining so finding a way to limit the amount of empathy they feel for their employees can help ensure they don't become overburdened or burnt out. Regulating feelings and controlling emotions allows them to keep a clear mind and helps maintain a balance so they don't get overwhelmed with emotion.

Empathetic leaders can consistently and powerfully engage their teams but excessive empathy can deplete their mental resources and lead to “compassion fatigue, and burnout. Every leader needs to understand when it’s essential to move beyond empathy and define a way forward.

A list of upcoming podcast guests is available here or read our previous blogs.
Find out more about our innovative Leadership, Resilience and Burnout solutions.

The benefits of workplace mentoring

Mentoring has often been seen as a great way to help new employees to integrate into the workforce but it could be used for a whole lot more.  A strong mentorship programme can help improve employee engagement, create more diversity, help with succession planning, develop leadership skills, create a strong company culture as well as impact positively on personal development and mental health.

Mentoring can be done on an informal basis by ‘buddying up’ or via a more structured programme but, whichever way, it needs to be part of the company culture. A formalised programme should be part of the recruitment process so new employees are matched with mentors straight away. Managers across the organsiation need to be onboard and the programme communicated so everyone knows it’s an important part of the goals and objectives of the organisation and one they that they can participate in.

It’s not just the organisation that benefits. Mentors have the opportunity to develop their leadership skills and show their readiness for further responsibility in addition to increasing the fulfillment they get from their role. For mentees, the support and encouragement they get helps them develop new skills, improve their confidence and ultimately provide them with further career advancement opportunities.

At the moment many organisations are looking for new ways to nurture and retain their best employees. Mentoring can play an important role in this by not only providing support for new employees but also helping to create an open, inviting culture that helps in the retention of staff.

A list of upcoming podcast guests is available here or read our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.

Authentic leadership

Humans are drawn to authenticity. In the workplace, it’s well established that authenticity can impact directly on employee engagement, job satisfaction, and performance.

People generally want to be engaged and committed to what they're doing, to feel as if their work matters and to believe in their leaders. Authenticity plays a key role in building the confidence, loyalty and trust needed to connect leaders with their team whilst a lack of openness, trust and follow though, can result in uncomfortable working relationships.

By being genuine, self-aware and transparent, an authentic leader displays who they are as a person and can share their sense of purpose so employees become happier, more comfortable, and more productive.

In the post pandemic world, organisations of all sizes will benefit from authentic leaders who behave with integrity and consistency and can build the relationships needed to overcome current and future challenges to move their business forward.

Leadership in the remote workplace: Opportunities and challenges

The combination of technological advances and shifting cultural norms has resulted in the remote work trend continuing to grow in popularity as numerous companies embrace this new way of working. 

However, with the rise of remote work, there is an increasing need for leaders who can motivate and inspire team members from a distance. Effective leadership in the remote workplace requires a different set of skills than traditional office management.

The rise of this new setup in the virtual world has presented new challenges for leaders. How can leaders effectively lead a team when everyone is working in different locations? And how can they leverage the opportunities that come with a more dispersed workforce?

In this blog, I'll be discussing the challenges and opportunities of remote leadership. Leadership in the remote workplace can be difficult because leaders can't always rely on face-to-face communication. However, there are many opportunities to take advantage of when leading a team remotely. Keep reading to learn more!

The opportunities in leading a remote team

Leading a team remotely can present a number of opportunities. For example, it can allow leaders to build a more diverse team, as they are not limited to candidates who live in their area. It allows them to tap into a global labor market.

It can also allow leaders to create a more flexible work schedule, as the traditional 9-5 workday does not bind them. It can improve work-life balance. This can be a huge convenience when managing time and meeting deadlines.

Additionally, leading in a virtual world can help leaders develop their communication and organizational skills, as they will need to effectively communicate with their team members in different time zones.

Opportunities to be innovative and experiment with new ways of working are also beneficial for leading a remote team. This can include experimenting with different communication methods, such as utilizing video conferencing instead of email or developing new corporate policies based on input from everyone in the organization.

In addition to these practical benefits, working remotely also encourages a broader mindset, encouraging all members of a team to think creatively about how to succeed in their roles and what is best for the company as a whole.

The challenges of leading a team remotely

One of the biggest challenges is maintaining team cohesion. Without the daily interactions that take place in an office setting, it can be difficult to build relationships and stimulate a sense of teamwork.

Additionally, remote work can make it harder to monitor employee productivity and identify issues early on. As a result, leaders need to find new ways to stay connected with their team members and ensure everyone is on track.

Another challenge is managing expectations. When members are not present in the same physical space, it can be difficult to manage deadlines and ensure everyone is on the same page. This is why leaders need to overcommunicate and provide clear guidelines.

Communication is also a challenge. With team members working in different locations, there can be a lot of miscommunication. It's important to find ways to effectively communicate with the team, whether that's through video conferencing, instant messaging, or another method.

There can also be technical challenges, such as internet connection issues or problems with video conferencing. These challenges can be frustrating, but it's important to remember that they are not insurmountable.

Lastly, remote work can be lonely and isolating. This is why it is significant for leaders to make an effort to connect with their team members on a personal level. 

Effective strategies for leading a remote team

One key strategy for leading a remote team is establishing clear communication guidelines and protocols. It is important to set expectations around how and when leaders will communicate with the team members and ensure that everyone follows these guidelines consistently.

In addition to establishing communication protocols, it is also important to adopt different communication methods that work well in a remote setting. For example, video conferencing can be used for team meetings, while instant messaging can be utilized for quick questions or updates.

During a video conference, encourage an open webcam policy so that team members can see each other and build relationships. Participants may use an online webcam testing tool to check their setup before the meeting.

When communicating with the team, it is also important to be clear and concise. This will help to avoid miscommunication and ensure that everyone is on the same page. Make certain to provide a written record of team communication, such as in a shared document or chat log.

In addition to these strategies, it is important to foster a culture of trust and respect within the remote team. Leaders should make extra effort to connect with their team members on a personal level and set aside time for relationship building over video chat or email.

Summing It Up

Leadership in the remote workplace is a new and evolving field. There are multiple opportunities for those willing to take on the challenge, but there are also several matters that should be considered. 

Leaders in the remote workplace need to focus on communication, culture, and trust. Communication is crucial to be certain everyone is on the same page. Culture helps employees feel connected to their work even when they're not physically present. Trust allows employees to feel comfortable taking risks.

Ultimately, for anyone who is eager to shake up their routine and find new ways of working, being at the helm of a remote team can be an exciting opportunity indeed. It might not be without its challenges, but these can all be overcome with the right approach.

Guest Blog Author

Jennesa Ongkit is a content writer for VEED.IO and an all-around wordsmith. In her spare time, Jennesa enjoys reading books, watching movies, and playing with her pets.

Aligning Psychological Safety, Burnout and Resilience

Psychological Safety is something that Dr Thackeray has long been fascinated by. He is particularly interested in how it aligns with Burnout and Resilience so in this podcast he discusses:

• What psychological safety is

• What it’s all about

• What it has to offer us

• Some of the different theoretical ideas around psychological safety

Dr Thackeray feels that in order to build a psychologically safe culture we probably need to have psychologically safe people. But which comes first? This is where the challenge of resilience links together. The idea of resilience is that after making a mistake or error, resilient people are able to bounce back or forwards, to weather the storm, build capacity for change and understand themselves well enough to know where their own resilience may be compromised. They are able to make a mistake and come back from it.

Psychological Safety works on the idea that you can state the mistake so you don't actually make it or if you do, you can disclose it. So if you aren’t resilient are you able to be resilient in a non-psychologically safe culture? If you are resilient part of the way a making a psychologically safe culture is having the skills of resilience. The term burnout is used to describe a situation where people become exhausted and lose their capacity to care and to cope.  If you’re psychologically safe or talking about the correlation between overwork, a lack of care and burnout this may be an organisational indicator.

This is an increasingly important part of leadership and management. Dr Thackeray feels that part of the challenge is that leaders and managers have lost the subtlety to build a culture that is adult, robust and resilient, where people can still be accountable and responsible for the management of their own feelings. That in creating a psychologically safe culture, there is a risk of disempowering a manager to do what needs to be done.

In a psychologically safe culture leaders should be able to take feedback but Dr Thackeray feels that everybody needs to be able to take feedback. If anyone’s performance has gone off track there needs to be the type of culture where what needs to be said can be said. He thinks that having an adult culture is at the heart of psychological safety.  Having the ability to say I can be accountable, I cannot feel safe from time to time but also that sometimes I have to recognise my part in that process.

The question is how much baggage does a person bring into a psychologically safe environment? When we think about auditing people we need to have a baseline understanding of the level of anxiety that exists for people and also their level of independent safety. If you feel unsafe or feel anxious in your day to day life, your baseline of anxiety is going to be higher than other people so, when it comes to working in teams, having identity, purpose, fun and the ability to bounce ideas around, you are naturally going to be more anxious.

Does a leader therefore create a psychologically safe culture at the level of the most anxious person given that the most anxious person does not always divulge their anxiety? How do you create good practice? As well as great feedback that goes both ways, there needs to be a sense of camaraderie, of purpose and of meaning in the role that you’re doing. You have to have meetings where you say what needs to be said and you’re not shut down for putting forward an idea.

People can ask a very innocent question and someone can take offence or see a threat where there is none. There is a need to build intentionality in the culture, where people state that their intention is to build something but there may be times we it goes wrong but that shouldn’t mean we stop trying even if it isn’t always perfect. Dr Thackeray feels we have to test the culture and test the individual attitudes to anxiety before we start. We also need to have a sense of direction, a sense of meaning in the job and be able to speak out and share ideas without being laughed at.

When Dr Thackeray looks at the confluence of psychological safety, resilience and burnout, one of the key areas he considers is meeting’s. Often in meetings the happiest person is the one running it. People are there but they don't know why. It’s not relevant, it’s inefficient because it’s not the right medium. Meetings are where we can start to spot the issues. If people aren’t saying this meetings not for me, this meeting’s too long, do I need to be at that meeting they need to be more robust about the idea of return on investment and what they produce and where they invest their time. An adult culture allows anxious people to see the value in the time they are spending and making choices in where to spend that time.  So when a leader or manager asks where is the value of your contribution over the last week, that person can say this is the value of what I’ve achieved and this is where my value has diminished because of these effects.

There are always going to be meetings that need to be attended but there are numerous casual or careless meetings where people have just got into a routine. Meetings are where most people come together so if you cant challenge the team and speak out then there is an argument that you don't have psychological safety. If you don't have the confidence to talk to your manager directly, then that may be more of an issue between you and your manager. It might be down to your level of anxiety or their ability to lead you well. On a one-to-one level there is an equal responsibility to look at those things in both ways.

The question is how do we take leaders and managers to produce leadership, management and process that allows culture to be what we need it to be? 

You can listen to the podcast in full here.Our upcoming guest list is also available along with our previous blogs.

Don't waste the good moments. Covid and beyond.

Radha Ruparell is a global cross-sector leader with expertise in leadership development and personal transformation. She has worked with CEOs, Fortune 500 senior executives, social entrepreneurs, and grassroots leaders around the world and heads the Collective Leadership Accelerator at Teach For All, a global network of independent organisations in 60 countries committed to developing leadership in classrooms and communities to ensure all children fulfill their potential.

The last year has been a difficult, traumatic one for Radha. She fell ill with Covid at the height of the pandemic and had to use all her leadership experience to navigate through the uncertainty and change it brought. It was April 2020 in New York and the first Covid wave was raging through the city.  Radha was on a conference call and started feeling breathless. Two days later she realised she had Covid. She was bedridden and because many of the hospitals were overrun and lacked PPE, she was told to stay at home. She did however end up in hospital and a year on she is still dealing with the symptoms that haven’t disappeared. These include mental and physical fatigue. Before Covid she surfed, ran and played tennis none of which she can now do. She tries to live a regular life but has to make constant adjustments.

Radha had to fall back on her reserves of mental toughness and needed to utilise all her leadership experience - how we manage ourselves, how we manage uncertainty and how we relate to one another. She needed to have  a strong support network and reach out for help. In the early days she couldn't speak without getting short of breath and was too tired to ask for help. Only a couple of people were aware she was ill and then a work colleague reached out. Radha had grown up thinking she shouldn’t share her personal troubles. She always toughed it out, but when she was ill she realised that being strong is the opposite – its about being able to share things, about what you’re feeling and your fears and vulnerabilities. It was a lifeline having a couple of consistent people in her life. She doesn’t think she would have been able to get through it otherwise.  

Radha also realised the importance of slowing down and asking what is going on within us, of taking a moment to check in with yourself so you’re not defining yourself by a situation and can rationilise it. Part of this is to understand the power of language and what we tell ourselves. The way we frame language can be destructive and we need to change it. Instead of having a bad day we have an off moment then every moment after that we have a choice.

Radha started writing her book when she was ill. Initially she wrote a two page article for her family and friends which reveled some of the things she had learned during Covid  - applying life and leadership lessons, how to be resilient , and how to slow down, discover inner strength and be vulnerable. Within two weeks 20,000 people had read it!

One of the takeaways from the book is how we deal with uncertainty. One of our biggest mistakes is that we resist uncertainty.  When she was ill Radha  had brain fog and couldn't read words on a page. She kept trying until she realised resisting was not helping – she couldn't do the things she usually did so needed to accept this was the current situation. She needed to be more creative and operate in a different way and realise that you can hold two conflicting ideas. You can accept what is happening and still be curious for what might be possible.

Sometimes it takes a catastrophic event to wake us up. These turning points can be terrifying but we all encounter them in our lives. The real question is: how will we face them? Despite our knee-jerk reaction to hang on to what’s “normal,” disruptive moments are exactly what’s needed to transform ourselves and the world around us.

You can listen to the podcast in full and find out further information about Radha here. Our previous podcasts, upcoming guest list and previous blogs are also available.

You can find out more about Radha and her book at Brave Now: Rise Through Struggle and Unlock Your Greatest Self   

Mindset matters

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled - Mindset matters.

Janet Watson is the founder of Watson and Associates, a consultancy based in San Francisco that delivers customised coaching and development for a wide range of corporate leaders. Janet was coached from a young age in competitive figure skating and from this her passion to teach started. She turned pro before undergrad school and began coaching skating where her thought was always “How can I make something good, even better?” From developing coaching programmes for athletes, Janet moved into executive coaching after being asked to teach at a university in California on their strategic communications program.

Janet works with a number of female executives and feels that women in leadership roles need to develop skills that will help them survive the rough and tumble of corporate life to secure positions in the boardroom and make a difference at a senior level. Whether it’s preparing for a board meeting or media training for a radio or TV interview, Janet feels you need to ‘hone it till you own it’ and be aware of where and what you need to improve.

Janet’s experience has been very varied – a competitive athlete, a coach, a national spokesperson on TV, radio and media tours, a consultant, a professor and an advisor. She pulls elements from each aspect of her career in custom tailoring coaching for executive business needs. For example, from her athletic career, dedication, focus and time management and from her academic role, objective setting and learning styles. She also had to decide what areas to lose and what to keep – to decide what she held in heart and was true to her

Although she now has a role she loves and embraces, life was not always so easy. 24 years ago she underwent emergency surgery and almost died. Over her 5 months of recovery she undertook a lot of soul searching as to why she had been given a second chance at life. She found being grateful for each small step forward helped carry her on to the next week. That what was meaningful to her was how she could be in service to others. She really enjoyed helping and supporting executives through co-creation – coming to a new idea together and then working on it to foster growth and expand their businesses while still feeling supported

One of the things Janet is passionate about is mindset. Mindset prepares us for some of the most important conversations in our lives. Janet looks on mindset as a key component of success that is also linked to assessing opportunities. This perhaps goes back to her athletic experience where you need to visualise outcomes. Whether it’s going into a competition or a boardroom meeting, you need to ask yourself and others good questions. What mindset do you want to go in with? Are you ready? What part of your experience do you get to share today? Putting yourself in the right mindset s important so how do you prepare for this competition so you have the best outcome or the outcome you would like?

You can listen to the podcast in full and find out further information about Janet here. Our previous podcast episodes, upcoming guest list and previous blogs are also available.

You can get in touch with Janet at http://www.watsonandassoc.com

Compassion in the workplace

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Compassion in the workplace.

In this episode, Dr. Russell Thackeray talks to Nate Regier who is the CEO and founding owner of Next Element Consulting, a global leadership firm dedicated to bringing compassion into the workplace. Nate is a former practicing psychologist and expert in social-emotional intelligence, interpersonal communication, and leadership.

Nate is now based in Kansas but originally was from the mid west. His parents were famers but decided to become missionaries so in the early 70’s Nate was living in Africa.  He spent his early childhood Zaire which is now the Democratic Republic of Congo and went to high school in Botswana in the 1980s. Nate feels that by travelling around at such a young age he learned to adapt and became very used to different cultures which has given him a different perspective of what its like to live in America now. He also believes that Africa was where the seeds of compassion were sowed in him Nate struggles with the traditional stereotypes of compassion such as Gandhi and Mother Theresa. He feels compassion is more than empathy. The Latin meaning of compassion is to suffer with – to have active engagement not just empathy.

Nate feels that conflict is a natural product of diversity - because we are different there will be conflict. Conflict is the energy created from diversity and means we have choices and opportunities and enables us to thrive and innovate. The only question is how will we use the energy of conflict?  A lot of conflict energy is spent in drama. In the drama triangle there are three roles – persecutor, victim and rescuer. The three roles can be quite fluid, with people moving between them and when people play these roles they feed off each other which distracts energy from well laid plans.

Nate originally trained as a clinical psychologist but felt it did not really suit him. He preferred more dynamic things such as coaching, consultancy, training and writing so, with some partners, he set up Next Element in 2008. Their aim was to take what they had learned in the social sciences field and apply it to the corporate world through leadership and development training and coaching programmes.

Many consultants in this field tend to play rescuer role – they know what’s wrong and have the solutions but if it doesn’t work its not their fault – it failed because you didn't do what they advised.  They actually set you up for failure and dependence. Nate feels that the goal is capability, self-confidence and independence but that all coaching relationship have a natural life and the coach and coachee need to know either can walk away from the relationship. Nate feels many consultants work to become needed rather than effective which is why he has developed certification programmes to impart knowledge which allows the company to carry on without him.

Nate views leadership as the practice of managing diversity towards shared goals.  Diversity is necessary as it provides the perspective we need so leaders need to cultivate a skill set to manage diversity whilst working towards shared goals. Two of the most essential competences needed to achieve this are communication and conflict management skills. Not everyone can clearly see a path so leaders need to translate the plan so everyone can understand – leaders need to have vision and strategy but also the human capital to go forward.

Nate’s latest book is called Seeing People Through and is about personality differences and inclusion through the Process Communication Model, a behavioural communication model that teaches people how to assess, connect, motivate, and resolve conflict by understanding the personality types that make up a person’s whole self.

You can listen to the podcast in full and find out further information about Nate here. Our previous podcast episodes and upcoming guest list are also available.

You can find out more about Nate here.

Trends in Organisational Development

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Trends in Organisational Development

In this episode, Dr Russell Thackeray talks to Dr Jonathan Westover who is based in Utah and describes himself as a scholar/practioner. He has been an Associate Professor at Utah Valley University for 11 years and leads the Organisational Leadership Department which focuses on organisational development and change, human resource management, organisational behaviour and leadership. He also undertakes research on global comparisons in worker engagement and satisfaction, and the drivers of worker motivation across the world. Through his consultancy, Human Capital Innovations, Dr Westover helps organisational leaders better manage their people, improve leadership their skills and ultimately have high functioning organisations and teams that maximise the potential of their people.

There seems to have been a trend in the academic world over the last 20 years or so to stretch boundaries and come with new and interesting ideas to push forward organisational design and leadership. There have been academic and practioner fronts but academia has always tried to push the edge of knowledge. Although there have been major advancements in statistical methodologies that provide more insight into the theoretical world, the major principles and theories of organisational behaviour have been in place for decades. There have been tweaks and relabeling but no major advancements.

Dr Westover feels that this is because when organisational behaviour emerged as a stand-alone discipline originally it was an amalgamation of different social sciences and their take on organisations. Over time it became one discipline and it started to uncover the drivers for organisational human behaviour, group behaviour and effective leadership. These are in the main very down-to-earth, common sense ideas that sometimes get lost when fire fighting or in the day-to day grind. There is an ongoing need to remind people of the basic principles so they can be effective and drive innovative cultures but the major aspects have always been in place.

As a leading expert in global comparative studies as it relates to organisations, Dr Westover has studied the complexity of global systems as they influence organisational dynamics and the motivation of employees. One of the major things to come out of this is the recognition that a theory cannot be applied in the same way to every country and context throughout the world. Their needs to be a contextulisation of theories and their applications because they do not work in the same way in every country so generalised models break down.

Many countries still default to the west for ideas and best practice but although the principles can be similar there can be major differences. These need to be taken into any models or false conclusions about human capital, the workforce and skills emerge.  Ideas then emerge that there are problems with the workforce whilst the issue has more to do with the management structure, organisational style and work allocation.

Whilst leaders like predictability and consistency and would like to see generic policies and procedures across all their sites, if you’re a multinational based in 50 different countries it simply will not work.

You can listen to the podcast in full and find out further information about Dr Westover here. Our previous podcast episodes and upcoming guest list are also available. a

You can get in touch with Dr Westover at innovativehumancapital.com