As we progress into the Recover phase of the crisis, resilient leaders recognize and reinforce critical shifts from a “today” to a “tomorrow” mindset for their teams. They perceive how major COVID-19-related market and societal shifts have caused substantial uncertainties that need to be navigated—and seized as an opportunity to grow and change. Amid these uncertainties, resilient leadership requires even greater followership, which must be nurtured and catalyzed by building greater trust.
Trust is actionable and human. It is nurtured and built among stakeholders along four different dimensions: physical , emotional , financial , and digital . And trust starts at the interpersonal level. For example, trust may be built among employees when leaders thoughtfully consider how to reengage the workforce in the office , or when they go to great lengths to preserve jobs in addition to profits. Similarly, trust may be built among customers when organizations add extra security measures to protect customer data from cyber threats.
As organizations emerge from Recover and transition into the Thrive phase, trust, coupled with the five qualities of resilient leadership outlined of this series, serves as a strong foundation on which resilient leaders can build business models to address the new markets that will emerge.Resilience is not a destination; it is a way of being. A “resilient organization” is not one that is simply able to return to where it left off before the crisis.
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