Monday, November 29

Leadership, crisis and work | The NY Journal

Currently the world of work is in a deep crisis of meaning. For some time now, people have been talking about the robotization of management, the obsolescence of certain jobs, future labor flexibility, the whirlwind of technology … and suddenly the pandemic arrived.

Under the current scenario that we are experiencing today -global crisis- companies are trying to re-signify this adverse moment, but from what I see, with questions, beliefs and actions more connected with the past than with the current challenges of a future work still in the dark . And in the face of this uncertain and exaggeratedly liquid scenario, where fear and uncertainty take over people’s emotions within their organizations, it remains to ask, what will we do now? What kind of companies do we want to build later? of all that has already been experienced? With what values? With what management modality? From what relationship practices? and under what leadership styles? Since the world of work must continue to mutate and transform its offer, as well as, it must continue to seek spaces for growth and economic / social development and, even more, after a crisis as extreme as this one.

Therefore, the field of work must renew its corporate structures and organizational cultures and, to achieve this objective, leadership must be assumed as the cornerstone of any change process. “Leadership is the ability to transform vision into reality” (Bennis).

That is, it is the leader who designs the existing organizational culture together with his work group; the leader is also the one who formalizes the communicative dynamics in order to articulate a fluid human understanding in daily life. Leadership on the other hand, also builds common purposes, encourages meaningful work, inspires for the emotional design of the collective, therefore, good leadership not only mobilizes, but also from its daily coherence, impacts on the belief ecosystems of the set of workers in a company.

And it is that when crises arise, when everything is on the ground, as is the case, more agile organizations are needed to produce flexibility and adaptability for future actions. And this occurs when the conversational capacity of an organization is higher than average, assuming that informing is giving and communicating is understanding. And for all this to happen, the dialogic culture of the company must be at the service of an efficient and aligned coordination from a clear and empowered leadership.

On the other hand, good leaders also understand that the power of conversations in the workplace is what they do is enhance the creation of knowledge, as well as deepen the learning capacity of the work group. “Conversation is the expression of our way of thinking” (Seneca).

In the same way, what good conversations within companies achieve is to strengthen trust, articulate internal cohesion, enhance transversal participation, nurture motivation and consolidate a common ethic from a loyal collective behavior.

Finally, the futurologist Alvin Toffler (The 3rd Wave) was always reiterative when stating that the illiterate of the 21st century would not be those who could not read or write, but rather those who could not learn, unlearn and relearn. And in the case of companies, the challenge of their leaders will always be the same: transform their work teams into true learning communities, since from now on nothing will be the same!

Fernando Véliz Montero: Chilean currently living in Colombia. Speaker, coach, academic and consultant for fourteen Latin American countries.

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