Translating strategy from the top of an organization to the bottom is not a new challenge. From pivoting priorities to launching new values or implementing new business processes, leaders have grappled with the challenge of aligning across the levels of an organization for years. The shift to hybrid working environments exacerbates the challenge. Now more than ever it is imperative for leaders to clearly communicate their strategy to make sure that people, processes, and projects (sometimes referred to as the braid) are aligned.
Because we are seeing more and more companies experiment with the flexible model that is hybrid work, the kind of deliberate and compassionate discussions that result from conscious communication are more important now than ever before.
Although mentorship is a hot topic in some Leadership and Development circles, it's largely viewed as a "nice to have" for most up-and-coming leaders. According to a recent conversation with Insight Experience expert facilitator Laurel Tyler, having a mentor isn't simply a career accelerator for junior leaders; it's also a fulfilling gift to become a mentor.
It’s that time of year again, at least in the United States: The leaves are falling, the turkey is calling, and “thanks” are in the air. With all that is happening in the workforce at the moment, it feels like the right moment to stop and thank the people who make us leaders — our teams. Something has shifted in the global workplace over the course of the past several months as millions of workers have left their positions. The “Great Resignation” is real; the data is clear, even if the reasons are less so. This mass exodus from the workforce has opened our eyes to the notion that “good help” really is hard to find — and even harder to retain. In light of this, it feels fitting to thank those who have stuck with us, who have continued to make our strategies a reality and have been our boots on the ground. Over the past 20 months, companies have had to ask their teams to do much more with fewer resources. Employees have worked longer hours, adapted new behaviors and mindsets, and worked remotely, all while surrounded by constant uncertainty. It has not been easy, and if there is anything to learn from the “Great Resignation,” it is that these past two years have shed a new light on the importance of work. What we are hearing from many people who have chosen to resign from work is that they want to be heard and that they want their efforts, struggles, and successes to be acknowledged. What better time to acknowledge and express gratitude to our team than now during this season of giving thanks?
Employees pay an extraordinary amount of attention to what we do in the moment. What we communicate when we aren’t formally thinking about communication is what employees actually hear.
A lot has been, and will be, written about the importance of leadership communication in times of uncertainty and change. This year, unlike others in recent memory, challenges leaders to communicate with a higher bar of clarity, consistency and frequency.
COVID-19 has challenged us all to be flexible and adaptable at an amazing rate of speed. Business forecasts that looked strong and growing two months ago have cratered, workloads that were off the charts suddenly disappeared, everyone has had to connect electronically, and a simple handshake is no longer a viable way to greet a colleague or seal a deal. It’s easy to slide into anxiety and be paralyzed by uncertainty, but how we frame this moment in time is a powerful lever to our mental health and productivity. Leaders have always had to be masters at framing their thinking and the thinking of others, but with the coronavirus pandemic, the demand for that capability grew. What’s a Frame? Frames are the boundaries, interpretations and simplifications that we make mentally to understand a situation. We create them instinctively as a result of our experience and the data we take in, and they are particularly valuable in ambiguous or complex situations. We have both reactive frames, which shaped by our emotional responses, as well as proactive frames, which are shaped by logical thought. These mental filters not only help us make sense of a situation but also influence the range of actions we consider. As a result, our frame can be self-reinforcing, which is the powerful insight behind Chris Argyris’ “Ladder of Inference.” Frames are an integral part of processing information and making sense of a situation for ourselves. They are also a valuable tool to help leaders convey information to others.