We are now a little over a year since the onset of the Covid-19 pandemic, which, alongside a broader backdrop of political and socioeconomic unrest and increasing climate catastrophes, have created a significant inflection point in many of our business-as-usual practices and expectations. While companies and individuals have and continue to experience major upheaval, this time has also brought forth opportunities for growth and change.
A lot of good and recent advice has been written on meeting management and effectiveness. A deeper fix to meeting-mania however begs the following question: why do we really need to attend that next meeting?
KDVI Writer's Colony, Mar 2021
After a brief period of excitement and the hope of a little more normality, we have been pulled straight back into the struggles of making it through the pandemic once again. But why does it feel different this time? What is happening to make so many of us feel drained and demotivated? Surely with spring around the corner, vaccinations being rolled out, and some light at the end of the tunnel, we should be feeling more upbeat? Dr. Caroline Rook and Claire Finch explore why that may not be the case…
KDVI Writer's Colony, Feb 2021
Recent developments have given rise to examples where women are provided with more choice of what type of leader they can be. In this blog, Paul Vanderbroeck, suggests three alternative role models, giving hope for gender balance in leadership in the near future.
KDVI Writer's Colony, Jan 2021
The increasing complexity and interdependency of business environments make the task of leadership in a global interconnected world ever more challenging.
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.
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?
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.
At KDVI, our job is to support the development of human, healthy workplaces, these days with a special focus on mental wellbeing, resilience, and psychological safety. We believe it is a time to renew clarity of purpose and sense of meaning through work and life, asking the questions “What are we ambitious for? What do we hope for now? What impact do we want to have?”
After the initial COVID-19 lockdown and confinement, one of the key challenges companies, coaches and consultants face is how to re-engage its people. Group coaching can serve an invigorating and enriching journey to challenge and support individuals to make changes to their lives. It provides a transitional space where they are exposed to different insights, are challenged by others to confront feedback, engage in vicarious learning, and become embedded in a community of peer support and mutual accountability.
KDVI Research Lab, Nov 2020
Organisations have a responsibility towards their staff.
INSEAD Knowledge, Oct 2020
Much can be learnt as we navigate the steep challenges posed by COVID-19. The pandemic has been a source of new insight and creativity. Here is a compilation of our growing collection of blogs, articles and books from the KDVI team inspired by the impact of COVID-19.
The Covid 19 Pandemic has brought unimagined change to organisations at unprecedented speeds. Organisations and leaders are on a journey of discovery. As leaders plan the future for their organisations, understanding the cultural health of their organisations and teams will be a critical success factor. No one be certain what any organisation will look like in the future – the structures, roles, functions are all up in the air. Structure and process will give a sense of clarity and security, but if the culture is not able to support the upcoming changes and challenges, leaders will struggle to implement sustainable changes.
KDVI Writer's Colony, Sep 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.
INSEAD Knowledge, Aug 2020
Les top managers préféreront une communication honnête et l'empathie.
Les vrais leaders veillent à ce que leur entreprise sorte de la crise revigorée et prête à affronter l'avenir. Pour faire partie des entreprises qui émergent lorsque les conditions économiques seront un peu meilleures, sept stades s'imposent.
Les Echos Executives, Aug 2020
Good leadership requires self-aware and vulnerable leaders
The coronavirus crisis facilitates the rise of autocratic and narcissistic leaders just when we least need them.
When asked what the post-Covid world might look like, French author Michel Houellebecq said, “The same – only worse.” While the quip is funny on the surface, there is indeed reason for all of us to wonder where the world is headed.
INSEAD Knowledge, Jul 2020
Five key lessons for entrepreneurs and leadership
As an organisation, the Virgin Group has been of great interest to the public and business experts worldwide, especially given Richard Branson’s creative leadership style in running and growing the enterprise. We dive into Professor Manfred F.R. Kets de Vries and Robert Dick’s case titled, “Branson’s Virgin: The Coming of Age of a Counter-Cultural Enterprise,” and explore five key lessons for entrepreneurs and leadership.
INSEAD Knowledge, Jul 2020
Patience is one of the more difficult challenges of being human
Nine ways to develop this important “muscle” and reap its mental health benefits.
INSEAD Knowledge, Jul 2020