“What the coaches say…” is a collaborative effort of our team of global coaches who work with clients around the world to share what we’re learning and experiencing.
Like you, we’ve been talking, reading and experiencing a large volume of information about leadership in crisis. The Covid-19 pandemic is leveling, because it has an impact on everyone in the world, race, gender, orientation and age aside. We can be moved by stories, angered by actions and saddened by the loss of life and livelihood. What we can learn from each other during this time truly inspired this blog and I’m grateful to be able to share these words with the hope they inspire you too.
What is a suggestion to help people to navigate this crisis?
Manfred Barth, Germany
A long time ago, I worked for a German Chinese Joint Venture in Beijing and during the Tian An Men massacre. Our General Manager started each day with an all-hands meeting and gave everyone a chance to speak with no agenda, no actions, no solutions, just an opportunity to be heard. We felt relieved, balanced, energised and ready to go to work.
Betina Rama, Argentina
Reach out to somebody that you appreciate and admire and let them know how you feel. Speak with somebody with whom you can share your tears and fears.
Ann Houston Kelly, Oregon, USA
You need to be sleeping, eating well, exercising some (preferably outdoors) and making sure that your family is safe and well. Focus on what’s most important for the organisation and its key stakeholders. Alan Jope, CEO of Unilever, is currently directing his company from his home in Scotland. He continues to keep the focus on four guiding principles: look after people; look after supply; look after demand; and, look after cash.
Frank Manesse, Belgium
Try to apply many “RE-practices,” such as: RE-consider, RE-think, RE-feel, RE-design, RE-develop, RE-invent, RE-start, RE-do, RE-furnish, RE-time, RE-paint, RE-draw, RE-love and most importantly, REFLECT.
Jean-Claude Noel, New York City, USA
Self-care during this time is essential. Try to keep a routine in addition to staying active, getting enough rest and paying attention to people in your life.
Margot Schumacher, Holland
Many non-executive board members are seeing their companies in crisis-mode where sales may have dropped significantly and companies may run out of financial resources. In crisis-mode, their job is to be the sounding board and the advisor for the executive board members. It's important to support and notice what is happening in the top-team and with the CEO and to see if there is any additional support they need.
Jennifer Davis, New Jersey, USA
We must find ways to connect with people differently. It can be small ways like sending a text to let a friend or colleague know that you are thinking of them or a scheduled call to catch up. While we are all in quarantine and may be feeling isolated, a short touch point can have a big impact.
Please comment below and share what suggestions you’ve been seeing work for others or for yourself as you navigate your own virtual interactions in the “new normal.”
If you are interested in learning more about this topic:
KDVI Writer's Colony, 2020
Whether you might be feeling pressure of navigating a virtual work environment, managing your team or even working on your own leadership issues, we thought it would help to share what we’re learning so it might help you to reflect on what you’re learning too. When we learn something from one client or colleague, we can share that reflection to help another. In that way we “pay the learning forward” and find new ways to collaborate and inspire each other.
Published on 10 Apr, 2020
We’ve been learning from those around us, but we’ve also been inspired by each other, our clients and the people we interact with. Even in serious times, connecting with others in a compassionate way, makes this time an opportunity for positivity as well as productivity.
Published on 11 Apr, 2020
In 2020, in every part of the world, we collectively experienced a year like no other, a global pandemic, the likes of which we could not have imagined in our modern world. The lines blurred between work and home, we all worked to stay connected together-apart and perhaps even saw each other in a different way we might never have had the opportunity to experience. As we look toward 2021, the feeling of hope and possibility is clear and what we might bring forward that may be a bit richer, unusual, more colorful and ever resilient. The “What the Coaches Are Saying” Holiday Version are words and learnings from many but felt by all with the hope that it helps those who read find inspiration, connection and good health in the year to come.
"Does a good coach have to be tough?"
<!--StartFragment-->The KDVI Research Lab is happy to announce yet another blog in our series that explores the undercurrents of positive organisational change. This time KDVI Associate Manfred Barth explores whether coaching needs to be tough in order to affect real change.<!--EndFragment-->
Published on 13 Dec, 2017
“Knowing is the easy part; saying it out loud is the hard part.”
Successful coaching involves working with – not against – an individual’s resistance.
Published on 20 Aug, 2018
The shadow side of the desire to help
Those defined by the Helper’s Syndrome are committed to show extreme loyalty to supporting others. Admirable? Maybe. This blog makes the case that they may be better off rationing their compulsion or risk short-changing others and themselves and ultimately not help anyone. As we shall see: it depends.
Published on 11 Jul, 2018
Don’t wait for the world to change. Find your own individual way
Don’t wait for the world to change or for some quota to propel you to the top. Find your own individual way. But what does that mean?
Published on 9 Mar, 2020
Virtual team coaching can help turn around dysfunctional teams
Effective organisations rely on teamwork, not least because it facilitates problem solving. Many leaders, however, are ambivalent about teams. They fear overt and covert conflict, uneven participation, tunnel vision, lack of accountability and indifference to the interests of the organisation as a whole. Also, more than a few have no idea how to put together well functioning teams. Their fear of delegating – losing control – reinforces the stereotype of the heroic leader who handles it all.
Published on 26 Aug, 2020
"Four pathologies that can cripple leaders"
This blog entry with the Harvard Business Review explores four pathologies that can cripple an executive and bring misery to the workplace, and what to do about them.
Published on 1 Apr, 2014
"Personailty and techno-stress"
Published on 25 May, 2016