The corona epidemic has many consequences beyond the medical aspect - mainly the disruptions in business and the world of work. Leaders at every level - from company managers to government decision makers under conditions of uncertainty
By: Christian Harrison, Leadership Specialist, School of Business and Creative Industries, University of the West of Scotland
After another difficult year at the hands of the corona virus, the micron threat seems to be receding and many people may now see the beginning of the end of the epidemic. But the fallout from the Corona era will still pose huge challenges in 2022 in terms of economic growth, supply chain issues, labor shortages and worker confidence.
As always, there is great importance in effective leadership in business. But strong leaders need to think beyond the epidemic. So how do they navigate a future full of uncertainty? Here are the five core skills that all leaders facing these challenges must adopt and demonstrate.
1. Be a visionary
The pandemic has caused an unprecedented disruption to trade in most industry sectors. A vision involves creating a picture of what the future will look like for the organization and which will serve as a road map for success. When this vision is understood and shared, it generates enthusiasm and motivation, and builds trust in employees. Good leaders cultivate not only a plan to achieve the vision but also exercise a deep conviction that it will succeed.
When COVID-19 emerged, Mark Aslett, CEO of aerospace and defense manufacturer Mercury Systems, had been tracking the virus for several months and had a clear vision of how his organization could address the emerging challenges. His three-pronged plan was to protect health, safety and livelihoods of Mercury employees, reduce operational financial risks to the business and fulfill its commitment to customers and shareholders.
Eslet communicated this clearly in a way that was clear to employees, customers and shareholders alike. The success of his vision was reflected in the strong financial performance demonstrated throughout the pandemic, leaving the company poised for further success in the coming year.
2. Adapt and be open to change
Good leaders develop appropriate strategies for their organizations in times of stability or crisis alike, anticipating and open to change. Starbucks CEO Kevin Johnson did just that when he faced public backlash following the arrest of two black men who were waiting for a friend at a Philadelphia branch. Because they didn't purchase anything, the manager allegedly saw the two men as suspicious and called the police.
The arrest sparked public outrage. Johnson not only apologized but closed 8,000 stores in the US and provided 175,000 company employees with unconscious racial bias training. This type of policy change is important in inspiring and motivating employees while reassuring customers and helping to restore the company's reputation.
3. Generate new ideas
The uncertainty of a volatile business environment experiencing everything from environmental pressures to supply chain issues means innovation and creativity will be key in 2022. The ability to question the way things are done, challenge assumptions and generate new ideas is essential in good leaders.
This means creating an environment that fosters innovation among the workforce. Employees should be encouraged to challenge the status quo and explore alternatives to traditional perspectives and problem solving.
Leaders need to get teams to think about existing challenges in new ways and reexamine assumptions about their roles. This can include thinking more creatively and generating ideas using useful tools such as mind mapping, brainstorming and gamification.
4. Solve problems creatively
In 2022, there are expected to be a variety of social, economic, environmental and technological problems that will affect businesses. Job shortages are expected to be a concern as many people are still self-isolating and hesitant to rejoin the workforce.
Supply chain issues that have been evident throughout 2020 and 2021 may not be resolved. Companies will need to consider how much of their supply chain should be international versus domestic to address environmental, future manufacturing and supply chain issues.
Solutions will be found by analyzing the root of the problems when the employees are at the center of the process. Communication is the key. Good leaders recognize the value of their teams' investment and motivate people to work together to solve difficult problems. Carefully listening to the needs and concerns of the customers is important and essential.
The response to the challenges of the epidemic, such as a drop in demand, accelerated the transition of the Maersk shipping company from a port-to-port transport operation to an integrated logistics company. Miersk's accelerated transformation has leveraged digital technologies to enhance its expertise and provide customers with better, faster and more integrated supply chain information.
5. Inspire and motivate
After two years of epidemic conditions, the spread of the corona into the coming year brings concerns about the existence of jobs, low employee morale and attrition. People need inspirational leaders at the top to unite the workforce and revitalize the workplace. Empathy is critical in motivating people. Effective leaders need to understand the fears, hopes and concerns of those who work for them.
Working separately, and often in isolation, took its toll on some people, and proof of this is the increase in mental health problems in the population. Some employees may now prefer work-from-home arrangements, and leaders will need to accommodate continued flexibility while balancing business needs.
Compassionate and supportive leadership is essential in inspiring trust in employees and calming them down in difficult and uncertain times. Joint efforts to support and maintain employee well-being are essential to morale and the achievement of company goals.
For an article in The Conversation
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