COVID-19 WILDCARD

On Caring For The Working Wounded, And What’s Coming Next

• https://www.forbes.com/sites/davidrock/2020/04/09/on-caring-for-the-working-wounded-and-whats-coming-next/?utm_campaign=External%20Publications&utm_content=125478927&utm_medium=social&utm_source=linkedin&hss_channel=lcp-2886924#78c033083231
• What is “Employees’ Key Expectation” from senior leaders post Covid-19

As I am an entrepreneur myself mastering in human behaviour, the on the ground perspective highlighted to me by professionals both leading and employed now is that now leaders are asked to decide course of action, lead their teams, manage and communicate both over the virus, its impact and on an entire new pathway for business proceedings 

- heartbased leadership 

- humanised workplaces, inclusion, diversity  

- team management   

- communication 

- EQ for business care culture and people first approach

- Business solutions and virtual systems management 

- human resource and sustainability 

- digital - Isolation vulnerability for women upskilling

- global growth mindset

• Second Question to Panelists : What is the “critical business behavior” senior leaders would require demonstrating in the future business organization

After running the Masterclass series 'Paradigm Shifter' global female leaders brainstormed various transitional solutions for this time which include mainstreaming EQ and care plus building a taskforce ahead of leaders so they can handle the preparation and planning needed for future proofing. We at Ahaintelligence are actually building training team for 'CODVID19' damage control and containment training coupled with burnout prevention, management and leadership change management training.  

SITUATIONAL FACILITATIVE INDIVIDUAL CATALYST

Third Question to Panelist : How Leaders will evolve “employee excitement” for the growth of the business post Covid-19

1. Capacity building is paramount, and centralising it as a main objective soon after emotional containing the situation at various stages

2. Motivation and excitement now can only follow once the value of caring for this situation and realistic objectives are secured. A sense of personal purpose needs to be redesigned.

3. Bimonthly or monthly celebration style followups should increase now and diversify to include moral and uplifting the human spirit more than productivity, consistent positive reinforcement is key. The world would be more digital and vigilant after lock down. SMEs will thrive

Keeping moral of employees will be key challenge, what are key changes that you see in behaviours of leaders

One key learning that all organisations took is the 'value of being Digital'. There is need for all to go through learning curve on virtual ways of working. What is best way to approach this by leaders so that employees are up to speed on new norms and on Digital.

Takeaways

• Practice your situational leadership now, intuition, impulse, instinct, spontaneous
• Time for Strategic Thinking from your 'creatives'
• Become digitally ready and stay mindful of the challenges thereof
• Build the plane while you fly it- Get the business going again and rebuild the future
• Transformational opportunity for finding something more suitable
• Use this as a opportunity for up skilling yourself 
• Promote that balance between technology and human input
• Humanising the workplace

A wonderful "virtual panel" with great perspective from Global Leaders on "Business Outlook of the Future" with its Key Take Away with complete recording here:

The future Organization will be "A better balance between Humans & Technology"

Julie Sloan, OAM, Mujeeb Zahur Heleniq Argyrou M.A. for your precious perspective with special hanks to Samia Qamar, SHRM-SCP for continuous support and Aly Ghazanfar for excellence in hosting.