Archives for March 2020

We are in one of the most challenging times I can recall with pressure from many directions, much of it beyond our control.  How we act and react will have an impact on the outcome for us, for our employees and for our organizations.  The time you invest now establishing the appropriate plan of action will determine how prepared you are when things get better (and they will)!

What does the new world look like?

• Social distancing is changing organizational dynamics and relationships
• Virtual is the new norm
• Changes are coming almost daily
• We are still reacting to external forces

As you approach today’s challenges and determine how to address them, think about Winston Churchill’s comment “it is always wise to look ahead, but difficult to look further than you can see.”  Leaders need to help keep focus on what can be controlled, not what you as a leader would like to control or other “what if’s”.   Today the short-term eclipses the long-term!

How to act

Employees need to trust your organization.  So do customers.  Act in a manner that earns and retains this trust.  Show what you stand for.  The current challenges have an impact on everyone, but often in different ways.  Make certain what you do is a team effort; your team is comprised of human beings who have emotional needs.  Leadership includes considering these needs.  Remember, they look to you for leadership, but they also look to your “human side” and your personal support. Everyone is going through the same challenges, yet these challenges may have a different impact on them.  You have an opportunity to show each team member and each customer how important they are to your organization.

It is different for everyone

Working remotely has been around for some time, but it has only been a concept for most of the workforce.  Suddenly each individual has a new perspective because she is sitting at a different desk.  Today’s separation eliminates informal communications that have been an important part of many organizations.  This lack of informal communications can result in feelings of isolation.

Communications are perhaps the most important tool that leaders have available today.  Develop a communications plan that not only passes along information necessary to do the job, but that also engages each individual and encourages her input.  Listen to what she says, and how she says it.  Including everyone keeps them part of the team.  A team is more powerful than the sum of the individual members.  Make decisions quickly, even if you don’t have all the data you would prefer.  Address requirements for today, then for the future;  after all, you have to survive today for that future to exist.

For anyone who has been working an 8- hour day in an office, the challenges of working remotely may include what to focus on.  Provide guidance in terms of short- term goals and priorities.  Everyone wants to contribute.  Help them understand what is important.  Contributions are not based on the time spent.  If it only takes 4 hours, encourage them to spend the extra time doing something for themselves, their family, or friends.

Prepare for the future

The right steps taken today will lay a sound foundation for when you can have more influence on the outcomes.  Keeping your employees engaged during this challenging time will place your organization in a strong position when things turn around.  Encouraging each individual to use this time to learn something new or do something she has wanted to do will help her use the time productively.  View the current situation differently, embrace the ambiguity, and be flexible.  Help everyone grow.  Most leaders rely on different styles of leadership, depending on the situation.  This is a time when compassionate, collaborative leadership may be most effective.

Alan Weiss noted so eloquently in his current newsletter: “This, too, shall pass.  We will resume  our lives and businesses, hopefully somewhat wiser and kinder. The question is never about what’s happened to us.  The question is always about what we’re going to do about it.”

Make the most you can of this difficult time, and your organization will emerge in a stronger position, ready to tackle the new world.

SHANGHAI, CN March 27 2020 – Cornerstone International Group, a global talent management firm, this week introduces a new executive search and coaching capability in Singapore. 

The Cornerstone Singapore team of senior professionals is led by CEO and MD Edwin Yeo, a veteran manager and practitioner of 21 years executive search experience in the Asia region.

“We are delighted to welcome Edwin to the Cornerstone International Group,” says Chairman Simon Wan. “Edwin is widely known and respected in Singapore which is a  key location in the region. Cornerstone Singapore will cover Singapore, Indonesia, Malaysia, Cambodia and Vietnam.”

The Cornerstone International Group (Cornerstone) is a leader in executive search and leadership development services in 36 countries.  It has head offices here in Shanghai  and in the United States at Atlanta, Georgia.

Singapore is a leading global city of 5.6 million people with a dynamic economy and a conducive environment for entrepreneurs and enterprises.

“Our team here has experience in all major business sectors, working on international, regional and local mandates,” says Yeo.  “I have always admired Cornerstone and the way it does business.  We have a lot in common and it will be exciting to work with our new colleagues around the world to benefit our clients.”

Cornerstone last year marked its 30^th anniversary. To learn more, visit the global website at www.cornerstone-group.com

 

For Information

Edwin Yeo
CEO & Managing Director
Cornerstone Singapore
Mobile: +(65) 90460908
Email: edwin-yeo@cornerstone-group.com
Tel: +(65) 63250158
Address: 11 Collyer Quay, The Arcade, Unit 14-08, Singapore (049317)

We don’t know where we are on the COVID-19 curve of confusion and destruction, but how we look back on Spring 2020 depends heavily on how global business responds to the challenge.

Government actions are key, but government actions are also by default slow.  An important characteristic of the new pandemic is the astonishing speed with which the virus establishes itself in a population.  Statistics are made obsolete overnight.

Business of all kinds – for-profit and non-profit – is the global mechanism upon which most hope will be pinned for speedy, common-sense and caring resolution of an unusually serious threat. (On March 3, 2020, companies and their foundations had contributed close to $800MM, 86% of the dollar value pledged to fight the coronavirus worldwide)

Corporate HR by default is on the front line.  The Human Resources function is to organize and meet the needs of people in a manner that meets the needs of the organization.  A basis is efficient, effective and swift communication.

While the immediate threat is to people, the outcome could be a social and economic collapse unimaginable only a few decades ago.  It is a very real threat.

My perspective is here that people are starting to get ready now, but they  missed the start.  Unless it is a really international company, most organizations are just not ready.  Even more reason for business leaders and their HR departments to get up to speed as fast as they can.

From years of business engagement in China and Europe, I see three essential considerations for any Human Resources function in managing the current environment.

1. Show care for employees
2. Undertake the basic measures for prevention and health and “go beyond”
3. Prepare and execute a Business Continuity Plan (BCP)

 

Show Care for Employees

They are your primary concern.  Having the trust of employees that “they are in good leadership hands” is crucial to avoid panic, resistance and lack of engagement.  This is the starting line.

 

Undertake Basic Measures For Prevention And Health

Employees must be given accurate information about ways to prevent the spread  of infection as well as the means to act on that information.  Share specific public health guidelines and direct employees to official sources of information.  In addition to country-level websites, here are some other resources:

https://www.ecdc.europa.eu/en

https://www.who.int/emergencies/diseases/novel-coronavirus-2019/situation-reports

https://www.youtube.com/watch?time_continue=4&v=mOV1aBVYKGA&feature=emb_title

You can also use simple but comprehensive video material available from the WHO which can be used for training employees.

The “basics” – e.g. wash hands frequently for 20 sec minimum —  need also to be communicated through multiple channels including posters, leaflets, webinars, emails etc

 

Prepare And Execute A Business Continuity Plan (BCP)

The BCP is a comprehensive strategy that is critical to protecting not only the health of employees but the economic and organizational health of the enterprise.  There are six components.

Leadership

This arguably is the most important component, given the dire consequences of failure to act appropriately in this crisis. There are two aspects of Leadership to consider

• The appointment of a Crisis Team Owner, or Manager, fully accountable for execution and compliance with the measures taken.
• Planning for leadership continuity in the absence of critical leadership functions.

At times like this, organizational leadership assumes even more importance. Leaders are expected to see into the future. They are not there to manage for today.  So when faced with a crisis such as COVID-19, the leader is looking at tomorrow and, in that process, should be going beyond to prepare for what others may not yet envision.

For example, as I write, governments issue new directives every day. Businesses of course need to follow, but they can also go beyond.  For example, if face-to-face meetings should be kept to only the vital one, why not ensure all meetings are ‘virtual’, using the technology available today.

Human Resources

This requires a review of policies such as leave of absence, absenteeism, travel, workplace closure, selective recall from affected countries and flexible work arrangements.

Privacy protection policy of employee health data and ensuring all employees’ contact information is up-to-date.

Virus Protection & Containment

All employees need to be familiar with infection control and good personal hygiene. A robust sickness surveillance process should be in place.

Visitors as well as employees should be screened and company premises cleaned and disinfected.

An adequate supply of PPE (Personal Protection Equipment) must be maintained and training undertaken in the correct use of masks, gloves and disinfectants, etc

Stakeholder Management

Employees are far from being the only group requiring special attention.  Continuity planning and protection is required for essential suppliers, services providers and customers

Steps should be taken to understand the BCP of suppliers and service providers and to communicate your processes. Essential customers need to be identified and contacted and plans drawn up to meet their needs.

Planning should include the potential need to activate alternative suppliers and sources.

Communication

Finally, the best planning has little value if it is not successfully communicated.  The need to communicate with diverse audiences calls for accountability in the form of a project communications leader and specific rules of communication.

Employees in particular must have a clear understanding of the BCP and how it affects them.  It is recommended that a specific channel of communication be set up just to traffic enquiries.

In addition, other stakeholder groups should be identified and approached to ensure understanding of all relevant crisis measures.

 

WHAT NOT TO DO

Almost as important in the circumstances is knowing what not to do:

• Creating a “one-size-fits-all” policy set. People get affected in different ways and providing a level of ownership to management will increase trust and engagement.
• Keeping other operations in the dark. The anxieties and concerns of regional and global staff need to be addressed and it is essential to demonstrate empathy and support towards all colleagues.
• Treating absences as “unpaid leave”. This will just add to staff’s stress and financial burden at an already challenging time. Expecting them to forego salary for reasons beyond their control may be seen as unfair and undermine organizational trust.
• Underestimating adverse and long-term psychological impact on your staff. This is a time to show empathy and compassion not only as an HR leader but also as an organization. It is a time when emotions are running high, and people are affected more deeply, at the psychological level, than you may think.
• Lack of visibility of your top leaders: as in any crisis, your top leaders must make their presence felt through direct communications. This will go a long way in building morale and assuring your staff that the organization truly cares.

In summary, this is the time to show leadership and “go beyond” wherever we can, to show care and strengthen trust among all of us. Crisis offers also great opportunity to show that we walk the talk and values are ‘lived’ in the decisions we make and the actions we show.

Leave a comment here, or contact me directly at peter-buytaert@cornerstone-group.com 

Five or six years ago, as we realized how crazy the world was becoming, the acronym VUCA was born, short for Volatility, Uncertainty, Complexity, and Ambiguity.  The impact of climate events, (Australia) and the ongoing struggle to contain viral infections (COVID-19) have since shown us the unfortunately reality of living in a VUCA  world.

On the positive side, technological disruption, accelerated by a growing appetite for entrepreneurship in the world, accelerated by China’s growing share in the world economy and Gen Z’s push for impact investment, all bring a story of hope to bring solutions where we need it most.

All these events should raise our awareness that it is timely to re-assess how we define leadership and develop it. Do you know what it takes to lead in the digital (networked) world, conditioned by increasing volatility, uncertainty, complexity and ambiguity?

Here are eight significant observations about what is happening today that in our view shape what we need to be ready to lead in these extraordinary times

 

First observation: The brain is more than ever THE critical resource. Where in the past, managing (lean) processes and people to execute for results was key to success, today this is important but far from sufficient to excel in and sustain performance.

Rather it is the organization who can unleash the collective potential of its ‘brains’ that will build a formidable competitive advantage and will continually adapt successfully to an exponentially changing world. As such, the key resource in industry 4.0 is the brain and the ideas it will produce.

Impact on leadership? Leading ‘brains’ is significantly different from leading processes and merely engaging people to ‘execute’. A brain’s creativity peaks when motivated through engagement and provided a sense of freedom. Brains want to be empowered and not controlled. They want to be treated fairly and with respect. They want to continually learn enhanced by their ‘connectedness’.

 

Second observation: Continued technological disruption with the creation of new business models, markets and new value networks. Impact on leadership here? Joint IMD – Cisco research revealed that in order to cope with disruption, the agile leader must show humility and adaptability to accept new reality, vision to overcome daily challenge and engagement to ensure powerful collaboration. In our view that could collectively refer to more ‘wise’ leadership.

 

Third observation: The rise of Artificial Intelligence and the importance of ethics and trust to ensure its purpose is for good. As we deploy AI in organizations and solutions, our agile mind will require to un-learn what we learn as new information becomes increasingly available and what is ‘knowledge’ today may no longer be tomorrow. AI also thrives on We-Q rather than I-Q: It’s power to deliver ultra-information lies in cross-discipline, cross-functional, cross-organizational collaboration and information sharing. Silo-thinking here is counter-productive.

 

Fourth observation: In the networked world of Industry 4.0, ACCESS to resources rather than CONTROL of resources brings power. In other words, ‘Protection of our territory’ is counter-productive”. As such, organizations will need to review how they structure themselves to maximize information sharing and stimulate collective development and response.

Our well-known matrix organizations with ‘silo’ based thinking and target setting is unlikely to be the right approach to address this. ‘Swat’-like intervention and agile project teams building on core competencies across functions and markets are possibly an answer.

 

Fifth observation: Going back to the very start of this article, socio-political and environmental shifts resulting in a more Volatile, Uncertain, Complex and Ambiguous world are the new reality. The recent events of the Coronavirus, the Brexit, tensions in the climate events are all testimony of how unpredictable our world and its economy have become.

For leadership this requires more than ever agility, resilience and creativity to meet the challenges ahead. Ambiguity and complexity also demand solid self-awareness (to recognize what we don’t know) as a starting point for understanding of the new reality emerging.

 

Sixth observation: China continuing its quest to be the leading economic power. Apart from a predicted conflux of Western and Eastern values in leadership, we see China as an accelerator of all previous events with its massive population and purposeful motivation to solve challenges in healthcare, environment and urbanization.

China is already leading the way in electrical vehicle introduction, mobile based payments, virtual reality and has a tremendous resource of new entrepreneurs all vying to be the next unicorn in a digital world.

The impact on leadership here is simply that it’s time for the Western world to wake up and corporate (and political) leadership will play an increasingly important role to bring people out of their comfort zone and adapt to a new reality where China is directly shaping how our world will look like in the next decade.

 

The seventh observation is the emergence of GenZ in the workplace, raised in a mobile world with a desire to have impact on a better planet and freedom to find purpose and passion in life. Attracting and retaining the best possible GenZ talents will require from leadership increasingly fair process and a ‘servant’ leadership approach based on humility and strong values, inspiring them with purpose and passion.

GenZ also experienced over the last decade the failure of leadership through so many scandals and will demand increasingly integrity, diversity, inclusion in the workplace. To avoid ambiguity, ‘servant’ leadership is a stronger rather than weaker leadership as it is built on humility and fairness, with a desire to lead from a position of respect rather than ‘title’.

 

Eighth observation:  GenZ is also an accelerator to the emergence of the social enterprise where a leader’s window moves beyond profit with value-based decisions and passion for purpose.

Also here the social enterprise will require more ‘servant leadership’ where the leader engages the team bottom-up, provides access to resources and inspires teams with purpose to drive high performance. Moreover, a leader’s window should broaden beyond ‘money’ and include ‘impact’ as a critical measurement of performance.

Recoding Leadership is a ‘Must’

Reflecting on these eight observations, let’s review the original question: Do you know the way to lead in the digital age? What is recurring impact on leadership that we observed? … and what does it mean for leadership development?

All eight observations refer to leaders needing to be humble, showing integrity, having passion for purpose, being fair and respected, having an agile mind…based on a good dose of self-awareness.

These are not your typical soft skills but rather refer to the CHARACTER of leadership… That’s exactly why RECODING leadership and leadership development is a must!

Character cannot just be ‘trained’ but leadership development can have significant impact by focusing on:

1. Increasing self-awareness as a basis for unlearning and change, using assessments, coaching and equipping leaders and their stakeholders with feedback and deep listening skills.
2. Providing structure and tools to make quality decisions and communicate them in a way that will improve their effectiveness with new models on leading change in a VUCA context, fair process of decision-making and to stimulate WeQ@work.

Last but not least, Recoding leadership also implies a new look at how we deliver on leadership development.

We can see here three core trends emerging to have the right impact:

• Learning shots for continual learning rather than one-time workshops or off-site training delivery, applying instead different and combined ways of learning (e-learning, webinars, coaching, action-learning, etc). In essence, providing a leadership journey over time to close both individual and organizational gaps.
• Customization via personal learning clouds starting with an assessment and self-awareness as a basis for bespoke design of learning resources.
• Mobile applications (e-learning APPS) to support the learning journey as we learn on the go and our concentration span is getting increasingly limited.

Recoding leadership is timely to get ready for industry 4.0.