Posts in 9:
Organizations that enable employees to feel respected as individuals, as professionals, and as members of a team, also trust them to fully develop the potential of their skills, talents, and creativity.
Align Virtual Teams and Employees with Your Organization’s Mission, Vision, Strategy, and Values to Optimize PerformancePreview:
Idea: Remote employees and virtual teams need continual alignment with your organization’s values, vision, mission, and strategy (VVMS) to optimize performance. Employee alignment with your VVMS mitigates some of the inherent performance challenges facing individual remote workers and virtual teams. The Bonar Institute offers a wide range of VVMS, diagnostic, coaching, and mentoring solutions that optimize remote work and virtual team performance.
When COVID 19 hit several months ago, the words we heard most in our collective lives were “disruption, chaos and disaster”. No one knew or could even imagine how the next few months would play out. At that time, we had no doubt that we would get back to our lives and businesses very quickly. When that did not happen, it became clear that to survive; businesses had to adapt and do it quickly.
The COVID pandemic has given the world a pause as we face the biological response to an ecological crisis. The crises exacerbated by the frenetic pace of the world with unfettered consumerism and economic growth has given us time to reflect on the merits of the globalized neoliberal world. The modern techno industrial complex has created a “material” human being separated from the spiritual nature of the human. This is not sustainable.
Issue: The breadth and depth of risks facing businesses cannot be overstated. Seismic disruptions resulting from technological innovation and the instantaneous dissemination of data and information are transforming economies. Interconnectivity results in today’s crises being truly global - with no country or market spared. The nature of work itself has been dramatically changed due to novel critical risks facing organizations.
Idea: Multiple internal and external stakeholders increasingly insist that businesses address ESG issues. Leaders must apply emotional intelligence and change management skills to actualize ESG goals within their organizations.
As we all struggle to come to grips with the human and economic devastation caused by the ongoing evolving COVID-19 pandemic, the most insightful leaders are identifying ways forward. They are adept at adapting their organizations’ established contingency measures to the unprecedented existential challenges they are facing. They reinvent themselves and their organizations. They have a roadmap to create a new corporate culture capable of surviving the crisis and ultimately to thrive. These leaders require emotional intelligence (see my March 29 article, Managing in Times of Crisis).
Issue: Running a business is predicated on two things:
• Making decisions
• Executing the decisions made well
The importance of rational, effective decision making in a crisis cannot be overstated and the biggest impediments to making such decisions are risks and uncertainty. The breadth and depth of risks facing businesses today are immense. Profound disruptions resulting from technological innovation and the instantaneous dissemination of data and information are exacerbated by the global economic crisis caused by the ongoing COVID-19 pandemic. With so many critical corporate risks facing organizations, what mitigating strategies work best?
Issue: The current pace of change is unparalleled in human history. This is due to exponential technological advancements coupled with the instantaneous dissemination of data and information in our interconnected world. The increasing adoption of artificial intelligence and machine learning heralds the “fourth industrial revolution”.