The current pandemic is one of the worst health emergencies we have witnessed for a century and given the global impact of the Covid-19 crisis, few populations, businesses, sectors, or regions have been able to avoid the knock-on economic effects. The prolonged periods of uncertainty are also making many leaders tired of the pandemic - tired of the lack of interaction with their teams and leading under pressure through the crisis. The foundations of change Covid-19 has presented leaders at all levels with a mandate to rethink, refine or even reinvent their business models, with accelerated trends such as digital collaboration and transformation. According to the recent CEO Panel Survey, 86

During the pandemic, everyone has suffered losses – big or small, across our professional and personal lives. From the loss of loved ones through to loss of routines and social connections, we all experienced grief that has been intensified by the uncertainty of what’s next. And whilst there is a transition back to normal underway, we don’t know which changes are temporary and which changes will become permanent in the post-pandemic workplace. The crisis is constantly evolving, with leaders facing unpredictability, imperfect information, multiple unknowns, and the need to identify responses quickly, whilst recognising the multi-dimensional nature of the pandemic. Social learning and adaptati

It’s not surprising that certain support systems make remote work more effective. Leadership is one of the most significant ones. Employees' current experience directly impacts how much they want a remote future. Moving forward, workplaces are likely to be more complex and dynamic, with economic volatility, potential second waves, and teams working both on-site and remotely. Equipping leaders to coach team members to perform at their best inside and out of the office can help employees to adjust to the changes presented by the pandemic and provides an opportunity to learn in the long term. Remote outcomes depend on the leader According to Gallup’s research, the way a job is structured and ma

Research shows that a crisis can help lift the “if it’s not broke, don’t fix it” perspective that prevents many organisations from change and creates new opportunities for people to voice their ideas on how to do things better. Disruptive and unexpected experiences are often opportunities for growth and this mindset can serve leaders and teams well during the current crisis. However, learning a new practice is challenging and the lack of immediate, measurable progress can be discouraging. Solutions to new challenges usually take time to put into practice. Leaders should therefore try and focus on the effort their team is making and the valuable insights they are learning, rather than the lac

For many employees, remote working has been a positive change and they may prefer to continue working remotely in the long term. Some companies are now embracing the idea that remote working might become semi-permanent. Facebook and Google announced that employees don’t have to return to the office in 2020, while Twitter said that their employees can do their jobs from home for good. But the shift to remote working also means that for many organisations company culture might be at risk. Adapt to keep culture alive The organisation’s ability to innovate, experiment and quickly take advantage of new opportunities is even more important in the current climate and leaders need to cultivate the