Lead Like Your Life Depends on It
Lead Like Your Life Depends on It
What a difference a few months makes. Were you like me on New Year’s Day? Excited about the prospect of a new decade, eager to dive into work, optimistic this decade would be different…well, we got one of our three wishes. It’s different alright. Leading through COVID-19 will be unlike anything we’ve experienced.
Who would have guessed the most vital capability today would be leading at breakneck speed, slowing things down while getting ready to run a marathon? The key learning from previous epidemics is you can never move fast enough. Planning, however, takes time. Leaders are drinking from firehouses of intel, fuelling decisions that have unknown consequences.
Leaders are acquiring a whole new way to lead. Leaders are becoming compression experts.
Take the example of Singapore, regarded as a country ahead in flattening the curve. Their secret weapon? Multi-faceted rapid deployment response in travel controls, patient protocols and distancing measures.
But there’s a chink in their armour: The problem? With all that methodical control, they couldn’t convince citizens to stay home. Twenty-three new cases were reported March 17. The majority are people returning home from infected areas. Another page now needs to be added into their playbook.
Four Watch-Outs
As leaders grapple with the world crisis, here are four watch-outs and the accompanying questions you can ask as you stare down COVID-19.
Assess your readiness to lead. As we think about brave leaders from frontline healthcare to leadership teams working in eerie silence, I couldn’t help but remember a saying my mother would use when us kids faced tough challenges: “forewarned is forearmed”.
This is the time to take stock of what you bring to the party. It’s the moment to identify where you are strong and where you need help. It’s not a time to fool yourself. Look back. Where did you shine, when did your temper run short, when did you have self-doubt? Put those same lenses on those who work with you.
The vital work here is to identifying expertise, experience and capabilities you may not have, but need. It’s the most brutal form of authenticity – admitting we don’t know it all, can’t do it all.
Let the past inform the present – but not too much. We are living in a time of known unknowns. Remember back to when you launched out into the unknown. Ask yourself “What previous crises have I faced like this?” Times where you were literally teaching yourself in the moment. This is one of those times. Play the movie in your mind of those moments. Recall mis-steps. Map out the similarities and differences between then and now. Next, study your actions. What were the results? What would you have done differently? Document these and share them.
Become a student of the virtual voice: You will grow tired of repeatedly saying the same three key messages. But they must be said, and often. Check yourself by asking “How do I instill urgency while reducing panic?” Begin with humanity, channel your values – and mean them.
Meet people where they are. Old-fashioned phone calls are back (!) alongside Zooms and LinkedIn forums. Share stories and learn from each other to ease the tension. Jettison the idea of best practices, move to “next practices” that flesh out scenarios.
Rethink power: At times of crisis, the top of the house tends to grab the reins, stripping decision-making from those less senior, no matter how capable they may be. Don’t fall into this trap. This is the time to see problems by from every angle. Ask “Who’s missing from the table?” Unearth and engage those most qualified to work the problem. This is where databases like RBC’s employee skill inventory pay handsomely.
Reach back into your memory and out into your networks. No doubt, these colleagues are in the same @#!% spot you’re in.
Is COVID-19 like SARS? Yes and no. SARS was driven by exposure to infected individuals but did not spread with the ferocity of COVID-19. Simply replicating what we did in 2002 will be not enough. As you prepare for tomorrow’s leadership, assess your strengths and reach out like you never have before. It’s not trite to say we all need to lead like our lives depend on it…because this time, it does.
An article by Dr. Jill Birch
Dr. Jill Birch is a leadership adviser, writer, researcher and facilitator.
To read more insightful articles from Dr. Birch, visit her blog: https://birchgroveinc.com/blog/
Phelps Is Here for You – Whatever It Takes
Phelps Is Here for You – Whatever It Takes
Today we find ourselves in a place few could imagine. Prepared as our organizations are, the magnitude of the COVID 19 virus is in a category of its own. Phelps is here to support you through these unprecedented times. Our top priority is the safety and wellbeing of our community, including our employees, clients, candidates and their families.
The Phelps team will do whatever it takes to help your organization respond to human capital needs as they arise. Phelps will remain open serving clients throughout the COVID 19 period. Should additional social distancing regulations be put in place, our entire team will continue to work virtually and remotely, to provide you with uninterrupted Executive Search and Leadership Advisory services.
At this time of rapidly changing conditions, we have identified 5 key pivot points in which you may need support. In consultation with our International Partners, Panorama, we have refined human capital best practices to next practices that will sustain your organization through COVID 19.
- Accelerated leadership and human capital strategic planning have been designed to ensure you are prepared to lead in times of high-pressure.
- Interim solutions at your fingertips. We have a rich network of seasoned executives, managers and professionals who are able to work with you at a moment’s notice.
- Career Transition processes have been accelerated to support difficult staffing decisions in the days ahead.
- Coaching individual talent and teams to rise to the occasion during times of crisis harnesses and aligns everyone’s talent, creativity and innovation.
- Advisory services for Boards and CEO/C-suite to provide experienced consulting during crisis-management and crucial decision-making moments.This is the time you will be asking extraordinary things from your team and colleagues; and there’s no doubt, unanticipated things will be asked of you. Accelerating performance, mastering a steely-eyed focus and pivoting with every turn in this pandemic is what will ensure your organization emerges wiser, stronger and ever more agile.
As we care for the vulnerable, treasure our front-line health workers and those who are combatting the virus, we’re as determined as you are to pour every ounce of energy, resources, and ingenuity to flatten the curve. Together, we will overcome this moment.
Please don’t hesitate to reach out.
The Gig Economy and the Interim Executive
The Gig Economy and the Interim Executive
Written by Carmen Jeffery, Principal Interim Leadership Solutions at Phelps
As the Gig economy hits its stride, so too has the presence of interim executives. Try a search for “Interim” on LinkedIn in your “people search” and you’ll see what we mean. Those in Human Capital Management will attest that most medium to large scale organizations have an interim or two stepping in to take over the helm of a mission critical business unit or function when no one internal is able or available.
Put simply, Interims are self-employed executives who are hired to fill leadership gaps. These Gig opportunities present themselves not only at the mid to senior executive levels but also at the board level. Interims do the work – consultants hand it off.
The typical catalysts that create opportunities for interim hires are retirements, sudden departures, maternity leaves and unforeseen circumstances that generate the unexpected. Organizations often hire interims when faced with precariously long cycles to hire their own full-time leaders. Executive Search cycles can take 3-6 months, Interim Search cycles can be as fast as 24 hours.
A look at the top Freelance job platforms in North America will convince any one that the age of freelancing is well upon us. The Gig workforce is a veritable part of any progressive workforce planning and is ensconced in most CHRO’s frameworks towards enhanced employer branding and workplace innovation.
The amount of incorporated self employed individuals has doubled in Canada since 2000. The age for self-employment has also been on the upswing with 4 out of 5 self employed people are over the age of 35 in Canada alone. By 2020, 45% of our Canadian work force will be freelance.
Interim executives are a growing faction of the Gig economy, playing an essential part of creating high returns and visionary plans for Human Capital.
To talk to us about how Phelps’ Interim Leadership Solutions can help you, please contact us.
Professional Services Trends
Phelps 2020 Professional Services Trend Check
Here are the top 3 trends that should be influencing your decision on who to work with when choosing your next human capital partner. Whether you are embarking on a search, seeking new ways to harness change management strategies or identifying and working with emerging talent, we have deep expertise to ensure your goals are not just met, but exceeded.
Trend #1 Competitors are becoming increasingly digital and agile.
Human Resource Implication: Professional leaders need to ensure they have a long-term yet flexible vision that allows them to adapt as required to transformational changes being brought by the speed of technology adoption and innovation in the market.
Trend #2 Disruptive change inside this sector will require organizations to retain the best resources available to help them succeed in this ever-changing market.
Human Resources Implication: The need for leaders with unique skill-sets is on the rise, therefore, organizations need to adapt their business models to attract these scarce talent and ensure they have the right leaders in the right positions at the right times. Organizations powered by the best human capital available will be the ones who stand out from the rest.
Trend #3 AI will continue to deliver value to every industry, enabling new business models, streamlining service offerings, but also increasing customer knowledge and unearthing new needs and demands as digital and technological change continue to unfold.
Human Resource Implication: Greater investments will be required to support leaders to formulate best-in-class service offers that are transparent and efficient. Future-facing, multidisciplinary teams will be needed to ensure every touchpoint of the customer journey is meeting and exceeding client’s expectations. Clients will be drawn to organizations that offer transparency and true care for their needs.
Human Resources Trends
Phelps 2020 Chief Human Resources Officer Trend Check
Here are the top 3 trends that should be influencing your decision on who to work with when choosing your next human capital partner. Whether you are embarking on a search, seeking new ways to harness change management strategies or identifying and working with emerging talent, we have deep expertise to ensure your goals are not just met, but exceeded.
Trend #1 The majority of organizations require more preparation to respond to the human resource concerns in the age of complexity and disruption.
Human Resource Implication: The need to understand different kinds of change, the implications of that change and how to integrate practice, policy and process are key requirements for human resource leaders.
Trend #2 The ability to compete for top talent continues to dominate the human resource agenda.
Human Resources Implication: The ability to understand the drivers and motivations of multiple demographic groups of employees, develop holistic quantitative and qualitative measures and nurture (and share) the organization’s ethos are essential to preserving competitive advantage.
Trend #3 Holding others accountable for behaving in accordance with organizational values emerged as the leadership attribute that will become most important in the next 5 years..
Human Resource Implication: Developing an accountability and values-based framework that facilitates stronger communications amongst team members will be vital to building happier, healthier and more vibrant workplaces in the future.
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Technology Trends
Phelps 2020 Technology and Digital Trend Check
Here are the top 3 trends that should be influencing your decision on who to work with when choosing your next human capital partner. Whether you are embarking on a search, seeking new ways to harness change management strategies or identifying and working with emerging talent, we have deep expertise to ensure your goals are not just met, but exceeded.
Trend #1
Continuous, adaptive risk and trust assessment (CARTA) will emerge as a key focus for business leaders.
Human Resource Implication:
Tech leaders will want to adopt the concept of “people-centric security” empowering team members to take personal responsibility for security. Enabling risk and security management leaders to adopt a CARTA strategic approach, facilitates real-time, risk-and trust -based decision making with adaptive responses.
Trend #2
Interactions with technology will change drastically including everything from conversational platforms, augmented reality, virtual reality and mixed reality.
Human Resources Implication:
Because leaders will spend less time exploring data and more time acting on the most relevant insights, they will need to become more aware of working without the bias that may be present in manual approaches to analysis. Analytics, process and user experiences have the potential to transform the nature of work and structure of the workplace.
Trend #3
AI will continue to deliver value to every industry, enabling new business models particularly in customer engagement, digital production, smart cities, self-driving cars, risk management, computer vision and speech recognition.
Human Resource Implication:
Greater investments will be required to support leaders to formulate coherent questions and define “problem domains” – avoiding the good plow, wrong field syndrome. New skills on how to “train the system” will be important.
Public Sector Trends
Phelps 2020 Public Sector Trend Check
Here are the top 3 trends that should be influencing your decision on who to work with when choosing your next human capital partner. Whether you are embarking on a search, seeking new ways to harness change management strategies or identifying and working with emerging talent, we have deep expertise to ensure your goals are not just met, but exceeded.
Trend #1 Public sector organizations are continually faced with budget constraints, often needing to find new and creative ways to deliver results.
Human Resource Implication: Public sector leaders need to embrace digital transformation, adaptive approaches and remain agile in order to experiment, fail fast and adjust in order to keep moving the organization forward.
Trend #2 Partnerships and collaboration are essential and are an effective way to improve outcomes and service delivery.
Human Resources Implication: In order to make progress, the best public sector leaders are working together and ignoring traditional boundaries. This has changed their approach from ‘direct’ organisational leadership to ‘networked’ leadership.
Trend #3 Amplified complexity needs leadership styles that embrace uncertainty, ask the challenging questions, and don’t look for easy answers.
Human Resource Implication: Organizations require leaders who have risen through a technical or specialist route, who likely have a far broader set of skills and mindsets.
Not For Profit Trends
Phelps 2020 Not for Profit Trend Check
Here are the top 3 trends that should be influencing your decision on who to work with when choosing your next human capital partner. Whether you are embarking on a search, seeking new ways to harness change management strategies or identifying and working with emerging talent, we have deep expertise to ensure your goals are not just met, but exceeded.
Trend #1
There is a greater need to pay attention to developing a human resource strategy.
Human Resource Implication:
Organizations are focusing on risk management and are thinking more strategically about succession planning. This includes identifying high performers earlier in their careers and providing them with opportunities to develop experiential learning.
Trend #2
The relationship between technology and membership engagement is expanding.
Human Resources Implication:
Associations need to attract and recruit employees who are tech savvy and ahead of the curve. Members now often look to their association to learn about the latest trends in technology. Hiring people who are extraordinarily service driven is a key capability as associations look to virtual memberships while ensuring an authentic member experience.
Trend #3
There is an increased governance focus on sustainability.
Human Resource Implication:
The Canada Not-for-Profit Act is clear about a Board’s fiduciary and other responsibilities. As a result, associations need leaders who can think well beyond the current and next budget. Leaders who have strong scenario planning and strategic thinking will be rewarded by Boards.
Health Trends
Phelps 2020 Health Trend Check
Here are the top 3 trends that should be influencing your decision on who to work with when choosing your next health care human capital partner. Whether you are embarking on a search, seeking new ways to harness change management strategies or identifying and working with emerging talent, we have deep expertise to ensure your goals are not just met, but exceeded.
Trend #1
The effects of technology and virtual health means health leaders will need to prepare for the invisible.
Human Resource Implication
From securing the internet of things and risk mitigation against threats of cyberattacks to harnessing AI to supplement health workforces and decision-making, health leaders will be engaged in enhancing protocols, policies and procedures around the many connected devices in electronic health records; protection of privacy will be of paramount importance.
Trend #2
Workforce transformation will have broad impact requiring leaders and team members to anticipate the scale and pace of change.
Human Resources Implication:
If not considered strategically, and holistically, employees may feel overwhelmed, demoralized and not as engaged as they might be.
Trend #3
Nine factors are affecting health-related social needs outside of the health care system and that are beyond an individual’s control. These are: housing instability; food insecurity; transportation; education; utility needs; interpersonal violence; family and social supports; employment; and, income.
Human Resource Implication
Know how to lead in a time of vulnerability will be a critical capability. It means health leaders will need to strike a delicate balance between harnessing the shifts now being made from treatment to prevention and wellness and from individual to population health.
Municipal Trends
Phelps 2020 Municipal Trend Check
Here are the top 3 trends that should be influencing your decision on who to work with when choosing your next human capital partner. Whether you are embarking on a search, seeking new ways to harness change management strategies or identifying and working with emerging talent, we have deep expertise to ensure your goals are not just met, but exceeded.
Trend #1 Municipalities are under increasing pressure to demonstrate efficient resource allocation while continuing to meet the evolving needs of their communities
Human Resource Implication: Municipal leaders are required to diversify economies, moving away from single sector reliance while maintaining continued accountability to the communities they serve.
Trend #2 Taking the municipal sector by storm, traditional approaches are being displaced by creative and innovative experiments and techniques.
Human Resources Implication: Leaders need to embrace new technologies and iterative, agile approaches to change, not least in digital transformation where success can depend on the courage to experiment, fail fast, and adjust in order to keep a project moving forward.
Trend #3 Leadership can no longer rely on past practices to new problems and the search for solutions.
Human Resource Implication: In the age of disruption, the new economy, changes in fiscal environment and extreme weather incidents, leaders are rethinking their approach to fiscal planning, economic development and taking practice measures to manage the impact of climate change.