The NeuroLeadership Institute examined the ramifications of the COVID pandemic on our work lives, the employees’ needs and the management’s challenges. The conclusion: There is a path towards coming through the crisis more successfully.
Much has been written in diverse leadership seminars and books about how we should correctly manage teams and our employees. And, nonetheless, there is no magic formula for success. The true leaders have mastered the skill of being able to “read the room”.
Crisis times – like we are currently experiencing – generate fear. We are left feeling uncertain because we do not know what will await us tomorrow, in a couple of days or weeks. And nonetheless we must learn to deal with this uncertainty because fear is a rather bad constant companion, so to speak.
Everybody calls for change and nonetheless hardly anyone truly wants to change. Coherence is the condition for which we all strive. But how do we want to then successfully implement a change process? Is there a way out of this dilemma?
In the “Fridays for Future” movement, the young generation has demanded more sustainability – but we have once again lost our focus in this regard. However, companies precisely now have a chance to begin anew with more sustainability.
We like to play with people’s fears. The events of the last months in the Corona crisis have shown us how much fear can influence people’s behaviour. During change processes, people also like to play with fears. Is that purposeful? Are there not also other ways?
Agility has now become a focus in all divisions of modern organisations. In truly all divisions? Unfortunately not. Precisely HR functions are oftentimes very passive there although precisely the HR function is supposed to have the mandate for the implementation of agile structures and processes. What is the problem in this case?
The Millennial Survey 2020 from Deloitte shows that: More than 75 % of Austrian Millennials do not feel sufficiently qualified for a digitalised work world. That is astonishing because we have indeed expected something different from this generation. What are we doing wrong?
During a change process, many decisions have to be made. Moreover, the significance of communication is repeatedly emphasised – particularly when it concerns communicating decisions. Unfortunately, this also rarely succeeds!