Leading in Lockdown and Beyond · • From transactional interactions to genuine collaboration •...
Transcript of Leading in Lockdown and Beyond · • From transactional interactions to genuine collaboration •...
LEADING IN LOCK-DOWN & BEYONDIntelligent & Courageous Leadership in Crisis
By Lucy Brewster
22/05/2020 2
Who are JW Seagon?
11,000+customers across Africa and beyond
40+employees across4 countries
20+partnerships with leading local and international health, general and life insurers
Independentinsurance brokerage services, offering our clients with a trusted one-stop-shop for all their insurance needs
25+years of experience
Our Relationships
Leading in Lockdown and
Beyond
Intelligent and Courageous Leadership in Crisis
The changing space and place of work
How are you experiencing the new “normal”? As a leader, how are you coping?
Sometimes I overcomplicate problems where a simple solution would do
People sometimes perceive me as detached and aloof
Often I just listen and don’t exert any influence in a group
I often do things at the last minute and run out of time
At times my lack of organisation impacts my performance
They are times when I have regretted acting first and thinking later
Sometimes I get lost in the details and miss the big picture
My cautious approach can make me very resistant to change
Sometimes I am so focused on my goals that I don’t adjust to changing circumstances
At times, I lack drive and a clear goal focus
Sometimes I spend too much time organising my work and not enough time doing it
“Sometimes I am so direct I upset people”
They may allow themselves to become mediocre, shut down, become hesitant in the way they make decisions and fail to
inspire their teams.
They may become over-controlling, focusing on getting tasks done, telling teams what they need to do and limiting ideas
and initiative.
They make become a little unfocused and chaotic, unable to really get down to task in hand and less productive than normal.
Any of which can have a negative trickle-down effect.
Right now some leaders are struggling to lead as well as they did before
And it’s not surprising …• In sudden unexpected change,
we can experience: – Loss of daily routines– Loss of physical connection
and presence– Uncertainty– Disorientation– Stress– Concerns about the
continuity of life as usual– Concerns for well being
As leaders, how do we come up to the challenge?
What are the qualities that leaders should be demonstrating now? What makes a good leader through change, crisis?
I often step forward and take the initiative in a group
I can easily adapt my approach to suit changing circumstances
I listen to others before giving my views
I can be relied upon to deliver against my commitments
Good common sense is one of my strengths
I control when and where I express my emotions
I prefer to talk to people rather than communicate in writing
When faced with a challenge I take a logical and objective approach
Working in cooperation with others is a strength of mine
I am known as somebody who is highly determined and focused
I enjoy being a source of innovative ideas
People see me as cheerful and enthusiastic
“How do we step up to the mark and role-model the right behavioursand leadership for our team?”
Leading virtual teams through crisis
Establishing Routines, Expectations and
Predictability
Maintaining Connection Building Trust
Setting Norms, Expectations and Predictability
What should I be doing now?What is my focus? How do I ask? Who do I ask?
Offices/on-site provide structure and focus
- Structure – place and time I come in order to do my work
- Focus – my desk, cubicle, work area and meetings help me focus on work tasks
In a virtual environment, it is up to the employees to create that structure and focus. This can be daunting- How do I work now? Do I have
everything I need? Are others doing something I am not?
- Leads to uncertainty, loss of productivity, engagement
• When will we meet?• How will we discuss and resolve problems?
How will we come to decisions?• What tools will we use to communicate?
Norms
• When will we meet?• How will we discuss and resolve problems? How
will we come to decisions?• What tools will we use to communicate?
Norms
• When will we be on-line? Response times and availability
• Peer to peer interdependence and accountability• When do I solve problems independently, escalate,
ask for help?
Expectations
• When will we meet?• How will we discuss and resolve problems? How will
we come to decisions?• What tools will we use to communicate?
Norms
• When will we be on-line? Response times and availability
• Peer to peer interdependence and accountability• When do I solve problems independently, escalate,
ask for help?
Expectations
• Communicating consistently• Being a role model; setting the tonePredictability
Setting Norms, Expectations and Predictability
Needs focus
In progress
Doing well
Leading virtual teams through crisis
Establishing Routines, Expectations and
Predictability
Maintaining Connection Building Trust
Keeping Connected
• From transactional interactions to genuine collaboration
• Authenticity; meaningful exchanges between people
• Understanding the differences between one another and appreciating the values that others bring
But it’s not just about physical distance
Virtual Distance
Physical Distance Operational Distance Relational Distance
Working from home How we get things done Differences in personality
Different countries Different ways of doing things
Misunderstandings and lack of cohesion
Different time zones Procedures Lack of appreciation of team diversity
Increase social connections
Take team building on-line
Celebrate/acknowledge contributions
Humanise team members
Build self-awareness and understanding of others
Keeping Connected
Needs focus
In progress
Doing well
Leading virtual teams through crisis
Establishing Routines, Expectations and
Predictability
Maintaining Connection Building Trust
Building Trust
Good Communication
Interpersonal Trust
Individual and Team Performance
Benefits of Trust in Teams
29%More life satisfaction
50%Higher productivity
76%More engagement
TRUST LEVEL DESCRIPTION
Level 1 You don't trust this person at all. You can’t rely on themto complete anything and it's not worth the effort.Should they really be in your team?
Level 2 You trust the other person to get the job done, but only with repeated reminders. You know you'll need to spend time making sure that the work gets done.
Level 3 You trust the other person to go out and find all possible solutions, but you aren't sure he or she has the judgment to choose the best of those solutions.
Level 4 You trust the other person to take on the problem and solve it. If you simply point out the problem, you know this delegate will find all the options, choose the right solution, and implement it in a timely manner.
TRUST LEVEL DESCRIPTION
Level 1
Level 2
Level 3
Level 4
Needs focus
In progress
Doing well
Building Trust
New leadership skills in the new world of work
Empowering Others
Deliberate calm and “bounded optimism”
Pausing to assess, anticipate, then act
Demonstrating empathy
Communicating effectively
“It’s not the fittest. It’s not the strongest.
It’s the one most adaptable to change that will survive”
Charles Darwin
Take a temperature check with your team.
How they are feeling, how they are performing?
Ask how your managers are coping? Do they need extra support?
Review systems and procedures that support the team during this time.
Communication is key; top down, bottom up.
Are you communicating enough?
Think about the team’s morale … you need them to remain engaged and be ready to bounce back!
Q&A
To speak to Lantern directly to discuss how we can offer more support for
your teams, please call:
+254 0720 781419www.lanterntraining.com
Thank you for your time
www.jwseagon.com
To find out more about our Insurance products call JW Seagon today on +254 709 455 000|visit www.jwseagon.com| email us on
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