GUEST POST by Christian Harrison from The Conversation
After another punishing year dominated by COVID, the omicron threat appears to be receding and many people may now be looking at the beginning of the end of the pandemic. But the fallout from COVID will still pose huge challenges in 2022 in terms of economic growth, supply chain issues, labour shortages and employee confidence.
As ever, effective leadership in business is paramount. But strong leaders need to be thinking beyond the pandemic. So how do they navigate a future filled with uncertainty? Here are the five core skills which all leaders facing these challenges must demonstrate and embody.
1. Have a vision
The pandemic has caused the unprecedented disruption of commerce in most industry sectors. Envisioning involves creating a picture of what the future will be like for an organisation and which will serve as a road map to success. When that vision is understood and shared, it generates enthusiasm and motivation, and builds the confidence in employees. Good leaders cultivate not just a plan of how the vision may be achieved but also a deep conviction that it will be successful.
When COVID-19 emerged, Mark Aslett, CEO of aerospace and defence company Mercury Systems, had been tracking the virus for several months and had a clear vision for how his organisation could address the emerging challenges. His three-fold plan was to protect the health, safety and livelihoods of Mercury’s employees, reduce operational financial risks to the business and deliver its commitment to customers and shareholders.
2. Adapt and be open to change
Good leaders develop appropriate strategies for their organisations in periods of crisis or stability alike, anticipating and being open to change. Starbucks CEO Kevin Johnson did just that when faced with a public backlash following the arrest of two black men waiting for a friend in a Philadelphia branch. Because they hadn’t . . .
This article excerpt is republished from The Conversation under a Creative Commons license. Read the full original article.
ABOUT THE AUTHOR
Christian Harrison
Christian Harrison does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.