Leading for the future

I’ve noticed a few common themes emerging in my reading and research about the challenges facing our leaders. Other commentators, based on their perceptions and industry contexts, will have different views about what these themes may be, but the following four stand out for me.

1. Leading amidst uncertainty. The COVID-19 pandemic exacerbated the need for leaders to adapt quickly and adeptly to unforeseen circumstances. Leaders need to know when to pivot and when to stay the course and how to respond when there is no precedent.
2. Digital transformation. Leaders who recognise the increasing number of opportunities from digital innovation will be their industry leaders. Effective adoption of artificial intelligence, the internet of things and big data analysis are the characteristics of innovative and successful organisations. Leaders need to keep pace with and conceptualise the potential opportunities as they arise and to differentiate the gimmicks from the game changers.
3. Redesigning the workplace. The global move to working from home exacerbated the need to challenge traditional concepts of work and workplaces. New considerations that include physical distancing requirements and the lack of unanimous uptake of employees wanting to return to work are examples of why we need to rethink the either-or options of closed or open offices. Leaders need to accommodate diverse workplace requirements and learn to lead people who are both physically present and remote.
4. Unprecedented diversity in the workforce. Technology and working from home means physical location is irrelevant in whom we employ. Consequently, the workplace is now the most diverse it has ever been, including having more generations of people in the workforce than ever before. With so many employee groups having their own unique characteristics, leaders must find multiple ways to attract, motivate and retain talent—they can no longer rely on a one-size-fits-all approach. Leaders need to be aware of alternate communication styles, cultural sensitivities, and equity issues.

There’s no textbook answer with a five-step implementation process from which leaders can draw that address these challenges. Instead, I propose leaders adopt an approach that recognises there’s no one right way, no heroic individual, and no definitive theory. Leaders need to continually be learning and looking for new ideas—they cannot leave innovation to others. Instead, leaders would do well to:

1. Learn from trial and error—both yours and others. The pace of business means there’s little time to wait for the next best thing to be fully tested or trialled. Technology enables us to learn from our experiences and those of other organisations quicker and in more detail than ever before. Leaders need to harness this to evaluate what’s working and what’s not, to consider its appropriateness for their organisation, and to adopt what looks promising and move on from what does not.
2. Rapid effective decision making has become more critical. The speed and volume of decisions required of leaders is now complicated by the growing demands of stakeholders and the public for increased transparency and accountability. Leaders must develop the skills to make effective decisions with limited time and information.

The successful leaders from now on are those who commit to continuing their learning journey so they can develop the awareness, attitude and skills needed for this new era.

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Photograph
Foto Sushi on Unsplash.