Key radio channels used by FDNY and fire departments across the country will be lost if action isn't taken soon. Radio channels used for COVID-19 and terrorism response will be auctioned off by the Federal Communications Commission, leaving some of the nation's fire departments with limited options for crucial emergency radio traffic.
It's undeniable that nearly everything will look different in the wake of the COVID-19 pandemic — including the face of leadership. We're already experiencing a profound shift in the way leaders are showing up. A movement toward greater authenticity, courage and compassion, not to mention a celebration of wholeheartedness when engaging with customers, communities and employees. Our personal and professional lives are now more integrated than ever.
David Sluss writes: Leading effectively — especially during a crisis — takes patience. If you can't retain your composure in the face of frustration or adversity, you won't be able to keep others calm. When your direct reports show signs of strain, you need to support them, not get irritated. Solutions to new challenges usually take time to put into practice. However, in my work teaching and coaching high-potential leaders, I have seen that many just don't have patience and don't know how to find it.
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Information sharing via the internet has unleashed a whole new playing field for businesses. Leaders have had to begin working on different skills for a few years, but 2020 has pushed the envelope and created a definitive mandate for the shift to happen or else fail. Add in this year's level of unexpected and volatile events, and we are definitely not in Kansas anymore, Toto.
According to a University of Nebraska study of entrepreneurial leadership, the biggest predictor of whether or not people are happy in their jobs isn't good company culture, nor office camaraderie. It has little to do with compensation, or even the job itself. The single biggest predictor of job satisfaction is authentic leadership.
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Communication is hard. Cascading communication — getting a clear and consistent message shared — is harder. Doing it remotely? That brings another level of complication. The good news is that, while hard, there are things you can do to improve the chances that everyone hears and understands your messages, no matter how many layers or how many total people there are in your organization.
Now that many of us are no longer working together in the same space, we're starting to get accustomed to new ways of doing things. However, some processes are harder to translate than others, and brainstorming is one of the most challenging. Where before we were able to sit down in a room and hash things out collaboratively, now we're trying to bounce ideas off each other over email and in awkward teleconferences. It's possible to accomplish great things with remote brainstorming. Here's an approach that can yield top results.
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Leaders often make mistakes when asking for help. In many cases, they believe asking for help is an admission of inadequate leadership. This simply isn't true. You don't need to know all the right answers. You just need to find people with the right expertise. There are several wrong ways to request help. Avoid the most common mistakes with these five tips for asking for help.
Some teams work despite the fact that there aren't many standout performers. Others fail despite having some rock stars. Why is that? Why is one team successful and another not?
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Sanda Oh Lin writes: The coronavirus pandemic forced many companies to shift from working in an office to working from home. This new context in which we were operating forced me to evolve and grow as a leader. To a certain extent, I had previously relied on passing conversations and individual meetings to keep folks informed.
The COVID-19 pandemic has created a unique crisis for businesses, but these leadership tactics can serve you and your team for years to come. Are you instilling confidence in people around you?
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"We are volunteers, we have real jobs. How do we know where to focus our energy and what to expect at board meetings?" is a question from busy directors. Board meetings are infrequent. When the meetings do occur, it is an occasion that benefits from preparation. To build excitement and understanding for a meeting, use a video prelude and a consent agenda.
Marcel Schwantes writes: Business leaders and executives are often portrayed as stoic individuals who keep their emotions hidden, solely focusing on the task at hand. However, a new style of leader is emerging, one that prioritizes emotional vulnerability and openness. I recently connected with multiple executives on why, especially amid COVID-19, it's becoming crucial to lead with strength and emotion. Here's what I learned.
Remote work naturally requires a baseline degree of independence among those who undertake it. Disciplined professionals, who are easily self-motivated, tend to perform best in telework settings. But are there ways to encourage remote employees to become more independent; and, if so, how does increased self-sufficiency benefit businesses? The answer to both these questions is a resounding "Yes!"
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Remote work can be just as successful as working in the office, as long as organizations can keep their employees productive, motivated and engaged. That's the overarching takeaway from the massive shift to remote work that COVID-19 prompted. In the U.S., 73% of employees feel like they are very successful working from home, according to a Global Work Place survey on the subject. That's because, as long as the right tools are in place, employees are likely to be productive.
Something I've been hearing lately from my executive leadership coaching clients is that their teams aren't functioning as well remotely as they were when they worked face to face. Among the top symptoms productivity and effectiveness have decreased. As frustrating as it is, none of this is surprising.
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In this time of great unrest and uncertainty, it can be a wise choice to hire a life coach who can offer support and guidance and maybe even an idea or a strategy or two — but not everyone can afford one. Not to worry. You can coach yourself. Sure, it's not going to be the same as being accountable to someone else or receiving outside support or encouragement, but using these three techniques, it will be pretty close.
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Recent research published in the International Journal of Human-Computer Studies indicates that competitive streaks are likely ingrained within us. When research participants were asked to brainstorm ideas, the group that was told the exercise was a game outperformed the control group both in number and quality of ideas produced.
Early in my career, there were many times I didn't have a handle on the true state of business. As information makes its way to leaders, it gets filtered. You don't receive the bad news you need to properly course correct — especially if culture is out of line. To accurately monitor the health of your business, you can't rely on internal reports. You'll need to get intentional about tracking down the truth.
The sudden move to mass distributed work was unprecedented. Employees had to quickly get comfortable working with unfamiliar tools, such as video chat and collaborative project software. Employers had to quickly get comfortable managing work they couldn't see. However, companies rallied in a way many previously never imagined possible to maintain business continuity.
