Leading in Volatile Times: Practical Strategies for Navigating a New Normal
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This is a time of unprecedented change; but it’s also a time of unprecedented global unification as we collaborate to support one another through this crisis. Let’s come together to share best practices, innovative ideas and our questions and concerns.
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Leading in Volatile Times: Practical Strategies for Navigating a New Normal
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- 4. Volatility Uncertainty Complexity Ambiguity It’s Crazy Out There! © Canadian Management Centre
- 5. VUCA at a new level COVID‐19 has taken VUCA to a whole new level • Unprecedented levels of uncertainty on a global scale • Complete disruption of the way we work • Social distancing and psychological distress • Physical health concerns • Lack of clarity – roles, goals and vision • Distractions © Canadian Management Centre
- 6. VUCA response Volatility Vision Uncertainty Understanding Complexity Clarity Ambiguity Adaptability/Agility © Canadian Management Centre
- 7. V - Vision
- 8. V - Vision Engage team members in a vision exercise1 © Canadian Management Centre
- 9. V - Vision Answer… • What changes? • What stays the same? • What’s not clear yet? • How will we work together? • What does our contribution look like? © Canadian Management Centre
- 10. V - Vision Think self-management first2 © Canadian Management Centre
- 11. V - Vision Consider the power of… • Abdominal Breathing • Posture • Smiling • Positive visualization © Canadian Management Centre
- 12. V - Vision Help your employees create a new personal vision… • How can employees better manage their work from- home-environment? • What could help them feel more productive? © Canadian Management Centre
- 13. V - Vision Focus energy towards positive outcomes 3 © Canadian Management Centre
- 14. V - Vision As a team, identify… • Stressors • Satisfiers Then work together to problem-solve. The ‘magic is in the follow-up. © Canadian Management Centre
- 15. 1. What have you done to focus and mobilize your team? • Reviewing and revising plans, goals and KPIs • Going through a SWOT (strength, weakness, opportunities and threat) exercise • Temporarily redefining roles so work can be distributed differently • Daily team huddles to support each other with reprioritizing and dealing with urgent items Let’s hear from you… © Canadian Management Centre
- 16. U - Understanding This is a time to… • plug in • connect • listen © Canadian Management Centre
- 17. 1 Think interaction before transaction. U - Understanding © Canadian Management Centre
- 18. U - Understanding 2 Build a sense of community © Canadian Management Centre
- 19. U - Understanding Community building ‘COVID‐style’: Virtual… • Stand‐up water cooler meetings • 4pm ‘Happy Hour” • Pizza parties • 10 minute team meditation/yoga Tried and true… • Team pics and posters • Communication assessments • Designated time of day everyone is available • Use of video and chat where possible • Recognition and rewards© Canadian Management Centre
- 20. Don’t forget to keep a sense of humour and be flexible about our new work from home reality! U - Understanding © Canadian Management Centre
- 21. 1. What have you done to create understanding and community? • Friday, video ‘social’ calls • Standup coffee breaks (on video) • 30-minute Monday/Friday check- ins that are not about work • 1-on-1 problem solving meetings to help people feel more productive • Weekly team newsletter with inspiring ideas and news • Conference call BINGO • Photo contests of your home, workspace – neatest, coolest etc. Let’s hear from you… © Canadian Management Centre
- 22. C - Clarity
- 23. C - Clarity Establish new norms … • How will we communicate? (weekly, daily, team meetings) 1 © Canadian Management Centre
- 24. C - Clarity Engage in effective problem solving… • What tools will we use? (decision making/ problem solving) 2 © Canadian Management Centre
- 25. C - Clarity Create a forum for questions3 © Canadian Management Centre
- 26. What have you done to enhance communication and create greater clarity? • Leverage a variety of communication and work tools like Slack, MS Teams, Skype, Zoom • Meet more frequently • Remind employees of their purpose/contribution • Dedicate time to problem solving Let’s hear from you… © Canadian Management Centre
- 27. • x A – Adaptability/Agility New times need new thinking and greater flexibility. © Canadian Management Centre
- 28. Track learnings… • What are we learning? • Where do we need to pivot? • What do we expect will change after the crisis? • How will we adapt? 1 A – Adaptability/Agility © Canadian Management Centre
- 29. A – Adaptability/Agility 2 Boost the ‘creative’ in creative problem‐solving © Canadian Management Centre
- 30. A – Adaptability/Agility 3 Clarify responsibilities and drive accountability © Canadian Management Centre
- 31. A – Adaptability/Agility 4 Recognize effort and achievement Please ‘high‐five’ responsibly! (make it virtual) © Canadian Management Centre
- 32. What have you done to increase your team’s ability to be agile and adaptable? • Celebrate even the smallest wins – people need the encouragement right now • Frequent ‘team kudos’ • Being more flexible about who does what and how • Keep a list of ideas and insights coming up in this new reality • Training managers to lead virtually Let’s hear from you… © Canadian Management Centre
- 33. Summary Volatility to Vision • Put your oxygen mask on first • Help employee redefine what it means to be productive • Address stressors and enhance satisfiers Uncertainty to Understanding • Think interaction before transaction • Identify issues but also silver linings • Build community Complexity to Clarity • Create structure and establish new norms • Engage in effective problem‐ solving • Provide a forum for Q&A and dialing communication Ambiguity to Agility • Track your learnings • Boost the ‘creative’ in creative problem solving • Drive accountability • Recognize and reward © Canadian Management Centre
- 36. CMC In Your Region 36 Live Online Courses to support you: • Leading Virtual Teams • The Successful Virtual Team Member • Coaching from a Distance: Developing Your Team When You Can't Be Face to Face • Managing Chaos: Tools to Set Priorities and Make Decisions Under Pressure
- 37. Thank you!