These times demand new approaches from all of us but especially from our leaders. So much has changed and continues to change - in the workplace and beyond. What are the new and necessary leadership styles for this context? What does effective leadership look like now? How can we disrupt and renew some of the old ways?
Soon after the first UK lockdown in 2020 I found myself responding with a framework - co-developed with Iole Matthews - to inform our coaching work with leaders. We were supporting individuals and teams as they navigated the early stages of the pandemic.
And the framework feels as relevant today.
Collaboration and informality are key to this. We’re finding paths through, the route is not fixed, static and bulldozing. And there’s plurality; it’s not one single way through. These fresh, informal routes are about how we move across the new landscapes and tough terrain.
So, the framework is called PATHS. It identifies 5 core elements for our attention and to support effective leadership today. All are interconnected… Here you go:
People – paying attention to communication, motivation and keeping things sustainable
Agility – acknowledging differences in how we respond to change and uncertainty
Trust - maintaining positive working relationships as we emerge into new ways of doing things
Health – keeping wellbeing at the heart of our new working practices and routines
Solutions – building on the positives and lessons learnt from the current context
The most important of all these is PEOPLE. The more human you are as an organisation then the more stable and productive you’re likely to be. We have in many respects been energised by the changes these Covid times have brought us. We have more authentic conversations, we now see our colleagues at home and so understand the bigger picture of their varied lives. This has broken down some of the barriers.
Recognising and appreciating how our home and/or caring roles impact positively on our abilities as leaders can promote a humanity in our leadership. It’s no longer getting the job done despite these personal commitments but getting the job done well because of what we bring from the personal.
Here are 4 important strategies for leadership today. Relevant, I believe, whether we’re talking leadership and using our power with care at home, in the workplace or indeed in the political arena.
We need to care. And could try practising these to help with that:
· Collaboration
· Agility
· Realism
· Empathy
1. Foster a collaborative culture
Never assume that you're an expert in anything. Leading in an inclusive way is listening and respecting different ways of doing, thinking and being. Diversity and inclusion have moved to the top of the agenda, bias is amplified by crisis. Holding a remote workforce together depends heavily on a shared clarity and understanding of purpose. How we network and spend time together has changed and for leaders that means creating new opportunities for both formal and informal collaborations.
What are the new ways I can engage with colleagues and wider teams? How might I schedule these and what formats or timings work well? How can I encourage others in their own collaboration...and value this time and effort?
2. Stay agile
Being able to adapt will help you flourish in these times. It is resistant leaders and individuals who will struggle. Agility is about managing change in smart ways and is the new strategy in many respects. It’s no longer relevant or helpful to have annual meetings to agree the four-year plan! Patterns of communication need to be more frequent to help people and plans respond to change in agile ways. Part of this is about having an open approach to job descriptions and stepping out of rigid structures or silos. Doing this well means building a culture of learning.
How can we continue to review tech and remote working tools? What’s the feedback on this? Where are the opportunities to grow and continue responding afresh? Do we communicate our vision for a culture of learning and is there a shared understanding?
3. Encourage & practice realism
What do we mean by realism? The dictionary offers this, “the attitude or practice of accepting a situation as it is and being prepared to deal with it accordingly.” Such acceptance needs practice. One way is to get good at embracing the change and staying curious about what might be possible. So much of this is linked to operating outside our comfort zone. Realism or acceptance is about being vulnerable, about experiencing loss and managing your emotions not suppressing them. As a leader, it is helping those you lead to become more aware of the skills they already have.
Are you practicing and encouraging vulnerability? How are you demonstrating high levels of trust? There is trusting that someone will do what they promise but also the trust that managers will act on your behalf and in your best interest - are you modelling this?
4. Demonstrate empathy
Empathy is connected directly to our listening skills as leaders. And that means listening hard to what’s not being said. This has been a period of re-prioritising of values and purpose for many and that continues as we debate what hybrid working means in practice. The toxic cocktail of grief and anxiety felt by so many in these times has brought a powerful psychological experience. Leaders who understand where individuals are at and acknowledge their losses as well as the gains, will be more effective. An awareness of wellbeing is essential and managers encouraging breaks and rest to support positivity and motivation will be rewarded with loyalty.
What are you doing to connect with how your staff feel when they are working? What’s the preferred style of both individuals and the wider team - what helps engender a positive dynamic? Is your office and its culture worth the commute?
Lead us not into oblivion.