Workshops
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VIRTUAL CONNECT: THE CENTRED LEADER
Leadership is challenging enough, but with disrupted teams, and times of crisis, the challenge of leadership becomes even greater. During disruption, be it work from home, furlough, onboarding back into the office… great leadership will make the difference between survival and growth.
On top of that we may have refocuses on business strategy, changes in working methodology… the impact of COVID-19 has been immense. And, it’s not just ‘the work’ that we have to consider. Every employee has their own personal challenges, unique stresses, relationship impacts, and family life.
Someone’s washing machine may have just broken down, one of the kids may be playing up, or the car needs a service. Things that would normally be just an ‘inconvenience’ in the past can now be a major disruptor – the ‘straw that broke the camel’s back’.
Even before these unprecedented times, the country was under economic strain. South Africa was named as the second Most Stressed-out Country in the World by Bloomberg – and that was before the ‘new now’.1 Recent local research has also identified that nearly half of respondents (46%) were high risk for Pre‑TSD, a precursor to the more well recognised PTSD.2
All these issues won’t disappear once sat behind a desk at work. The impact of the COVID-19 pandemic will be with us for some time. So, how people lead their teams during disruption, and position each team member for success, will be critical for the productivity and engagement of employees. No other role in an organisation has more influence.3
THE CENTRED LEADER AT WORK
Research into effective teams consistently shows the necessity of both cognitive (the ‘doing’) and socio-affective (the ‘being’) workings of a team. Both are equally essential to team performance.4
As a response to crisis most companies have quite rightly focused on the ‘doing’. What tech do employees need? Who should to do what? What changes need to be made. However, the ‘being’ workings of teams have been significantly compromised with team disruption – especially the elements of trust and cohesion – and largely overlooked.
Team ‘being’ isn’t fixed by a quick meeting – virtual or otherwise – or a weekly 1-1 conversation. Team ‘being’ is built by a balanced leadership approach. But, without the building blocks of Centred Leadership, performance, recovery, and growth remain vulnerable.4-10
THE CENTRED LEADER Virtual Connect has been designed to address this rarely developed component of transformational leadership. Like all pillars of our Leadership model, Centred Leadership is a skill that can be learnt.
It’s not about chanting, mindfulness, meditation, or any other misconceptions that may come to mind. THE CENTRED LEADER is rooted in neuroscience and research, and delivered in the practical, relevant, effective, and highly experiential way that we’re known for.
KEY OUTCOMES
- Reflects on the 4 pillars of the Insights Discovery Leadership Effectiveness model, and the impact of the global pandemic on current leadership style
- Reviews the neuroscience and research into the effectiveness of disrupted teams
- Introduces the 4 elements of Centred Leadership and their relationship to team health
- Evaluates self and team to highlight key areas of focus
- Identifies personal ‘resources’ and ‘drains’
- Creates an action plan for personal development and team success
FORMAT
- A 3.5hr Virtual Connect, with digital reference guide
- Available as a standalone workshop, or as part of a SETA accredited skills programme
REFERENCES:
- Bloomberg Best (and Worst) List: Most stressed out country. Bloomberg. (bloomberg.com). As only available for subscribers, view list as retrieved 22 August 2020.
- Green, A. (2020). COVID-19: ‘Extremely high levels of stress’ among employees in SA. Spotlight. (spotlightnsp.co.za).
- Hickman, A. (2020). How to build trust and boost productivity within remote teams. Gallup Workplace. (gallup.com).
- CEBMa. (2019). A rapid evidence assessment of the scientific literature on the attributes of effective teams and interventions increasing team effectiveness. Amsterdam, Netherlands: Center for Evidence-Based Management.
- Okpara, A., Edwin, A.M. (2015). Self‑awareness and organizational performance in the Nigerian banking sector. European Journal of Research and Reflection in Management Sciences, 3(1).
- Belinda Parmar, B. (2016). The most empathetic companies, 2016. HBR Leadership & Managing People. (hbr.com).
- Wali, A. (2019). The real ROI of empathy. Modus. (modus.medium.com).
- Salicru, S. (2005). Emotional intelligence and the business advantage. Paper Presented at CPA Congress, Perth WA.
- Zes, D., Landis, D. (2013). A better return on self-awareness. The Korn Ferry Institute. (kornferry.com).
- Stengel, J. (2011). Grow: How ideals power growth and profit at the world’s greatest companies. New York, New York: Crown Business.
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