Christmas is a couple of days away, and it’s time to take a long weekend and breathe. This December seemed to be one of the busiest in recent memory. Multiple deadlines, especially many that didn’t exist on December 1, mushroomed through the month.
If this sounds like your December, I feel for you! And if it’s feasible, I also strongly urge you to take a few days to regroup. No one can keep rushing endlessly, including you.
“Do not judge me by my success, judge me by how many times I fell down and got back up again.”
– Nelson Mandela
You know it when you see it: a resilient person is someone who recovers from adversity and keeps going, regardless of the circumstances. Sometimes I refer to this as “bounce-back-ability”.
This month we are highlighting several competencies that have become more important in our evolving workplace. Last week the focus was on the value of flexibility. Today we’ll look at personal accountability.
Do you answer for your personal actions? Unfortunately, this is becoming rarer in the workplace. People are quick to blame others and slow to take responsibility for what they did or didn’t do.
In today’s quasi-post-pandemic environment, certain skills have become more important for successful performance on the job. Leaders need to encourage these in their employees, and to provide support if they are undeveloped.
We’ll be looking at three skills over the next few weeks, beginning today with flexibility. This competency takes on renewed significance if you are migrating towards a hybrid work structure, that is, working in the office for 2-3 days/week and work remotely for the balance.
Without question, improving communication is a perennial workplace challenge. Although communication has always been an issue, it is amplified in this quasi-post-pandemic environment when you consider video meetings, adapting to new technology, managing priorities with limited information, and constant fatigue about the uncertainty ahead.
Layer on the fact that people’s attention span has diminished substantially, what with multitasking, email and text overload, and anxiety over not having enough time.
Leaders develop proficiency from a lifetime of experiences. Many of these experiences occur initially upon becoming subject matter experts, such as IT technician, tax attorney, or financial advisor, to name a few.
Your leadership expertise develops as an outgrowth of these experiences. Keep in mind, though, that most people are not trained in what it is to be a leader. Many stumble into leadership and do what they think they are supposed to do in this new role.
Recently, CNBC and Catalyst released a report, “The Great Work/Life Divide: How employee desire for flexibility and employer concern is driving the future of work”. The key results of this report continue the theme we have been discussing in recent months.
The report reveals that half of working Americans want to change careers for two key reasons: (1) the perception that employers haven’t cared about their issues during the pandemic, and (2) the need for flexibility, whether it is location, when they work or how they work.
Periodically I write about self-awareness and based on some recent experiences and conversations, it seemed like a good time to revisit the topic.
Self-awareness is the ability to identify your moods, what you’re feeling, and how they have an impact on those you interact with. Self-aware people are also more in touch with what motivates them and what they want.
Beginning in 2015, LeanIn.org and McKinsey have conducted annual comprehensive studies of women in the corporate workplace. The most recent report was just released and focused on the impact of the pandemic, issues of diversity and inclusion, and the overall state of work.
This column focuses specifically on their findings related to burnout, which has been continuing as a consequence of the pandemic.
I’ve been part of several conversations recently where trust issues have surfaced. Some have been positive, reflecting leaders who understand and embrace the benefits of a high trust culture. And others have swung to the other side of the spectrum where lack of trust is creating cracks in the organization.
Why is trust so important?