As we look towards another month (at least) of quarantine, many of us may feel like we have settled into some kind of new normal. Whether you’ve drastically adjusted to where and how you work, or you’ve unfortunately been displaced from work due to pandemic related lay-offs, the truth is that leadership in the pace of change today, has never been more important. As we discussed in our recent blog -- change is the only constant in life -- and that is so very true at this present time. While we must accept what’s out of our control and work to settle into a new normal, abandoning any of the core leadership competencies for managing change is not an option.
So, today we wanted to share with you info on the leadership competency:
Interpersonal Savvy.
We are starting with a focus on this competency -- because let’s face it -- while we may be settled in and accepting of the reality of this current crisis, there is no doubt we are stressed, grieving, and operating in the midst of so many unknowns. And this can have a significant impact on how you are relating to the people in your organization (and home too) in any of the following ways:
We should be asking ourselves how we are relating with colleagues and peers in the midst of today’s environment in any or all of the areas above. Even while distanced, without work, or simply operating the best we can -- let’s remember the importance of leading and modeling interpersonal savviness. So while you may be exhausted, working from home with kids in the background, and with the same deadlines and assignments even in this new environment, reflect on a few examples of what we mean with these two skills…
And guess what -- this period of quarantine -- might just give us the best opportunity to strengthen these skills! Here are some ideas for how you can make the most of this time:
Lead ON!
Read ON!
Part 1: LEADERSHIP at the pace of Global Change...
Part 2: Interpersonal Savvy... What You Need to Lead!
Part 3: Organizational Agility: Getting “It” Done
Part 4: Leading Through Uncertainty: Dealing with Ambiguity