Crisis forces people and companies to adapt and change. Covid-19 is particular because of its global impact; consequences are magnified both personally and collectively. Large scale disruptions can expose our fault lines and vulnerabilities and push us to challenge and question existing mindsets and behaviours. While traumatic, it can also elevate and bring to the fore different leadership behaviours.
Throughout the past 8 months, we have been exploring and experimenting with our clients what it means to lead through uncertainty. These periods are especially challenging because they are complex, ambiguous, and highly emotional.
We have found that during these times, leadership is a balance between a focus on performance and on the well-being of their team. This requires the ability to shift between states of doing (actions and behaviour) and sensing (state of mind and attitude).
Our coaching services can be used individually or combined as building blocks to design a customised solution for your organisation. Our aim is to implement quickly to provide leaders with valuable reflection space and new insights to apply to current realities and challenges. Find out more on our Leading Through Uncertainty page.
The following is an exercise of reflection and action. First ask yourself each question; then think though your current behaviour and other ways of leading.
1. Attend to self
2. Attend to business
3. Attend to others
While crisis can be distressing and overwhelming, it can also trigger behaviours to counteract the stressors, behaviours which result in more reflective, attuned and connected leadership. Furthermore, no single individual should carry the sole responsibility for both their needs and others’. Leadership is a team sport and crisis is best navigated when each individual takes responsibility for their personal and collective journey.
Find out more about our coaching services on our Leading Through Uncertainty page.
In the Covid-19 crisis digital communication technologies (DCTs) are our saviour. They enable us to continue to work remotely and not to fall into complete social isolation despite physical distancing measures. Indeed, many have now rekindled lost friendships and thanks to DCTs, family, friends and colleagues are just one click away. But are our digital devices really always our friend during this stressful time?
Published on 1 May, 2020
The increasing complexity and interdependency of business environments make the task of leadership in a global interconnected world ever more challenging.
Resilience, wellbeing and healthy performance cultures -
The challenge of leadership today is riding the pandemic rollercoaster while laying tracks for the future and inspiring others. Resilience is key.
Published on 2 Dec, 2020
"Succession & when it's time to let go"
This blog entry with the Harvard Business Review discusses the three phases of a CEO's lifespan and what happens when leaders outstay their time and performance starts to decline.
Published on 14 Mar, 2014
The purpose of this paper is to provide our clients with an understanding of our approach to organisational change and culture transformation. First, we describe the underlying challenges that organisations face, where change is the norm rather than the exception. We then propose that, by addressing both manifest and underlying factors, KDVI’s interventions go beyond a simplistic quick fix. Next, we provide an overview of the theoretical foundations of KDVI’s approach to organisational culture transformation, which lead to six concrete change principles that guide our work. We then map these principles into a general roadmap for a culture transformation programme in terms of phases and timelines. In the final section, we highlight the specific change levers that make KDVI’s approach unique.
Inspired by aviation and medical best practices for handling crises, we set out to develop a simple yet robust protocol that could help executives anticipate cases of potential burnout. Rather than being a test, survey, or assessment tool, the Stress-APGAR provides a set of guidelines that help executives think about and articulate factors that may lead to burnout.
Published on 26 Apr, 2017
The 4th Industrial Revolution, or age of rapid technological advances, is changing the way people work with disruptive impact on business, global economy and broader society (WEF, 2020). Future of work trends generally describe a workforce that is increasingly diverse, dispersed, digital, and dynamic. The Covid-19 pandemic has only accelerated these shifts, pushing companies to fast track the adoption of technologies and remote working. But what are the human consequences of these new ways of working, and how do they align with aspirations for the future of work?
"The importance of top team alignment"
This blog entry addresses the importance of top team alignment programmes.
Published on 23 Mar, 2014
Uncertainty of Coronavirus impacts business and household alike
The massive uncertainty created by the present global Coronavirus turmoil impacts every business and every household in America and around the world. Many indicators point to an extended pandemic. And it’s a certainty that this will be seen as one of those cathartic transitions which will have consequences long after it is all over.
Published on 23 Mar, 2020