Price increase of 5.8% in June, shortages of raw materials, big resignation… it is in these moments that the role of a leader is scrutinized, judged and that the latter must show great skill to support change, pressure and team support. What are the precepts of leadership to apply during these events?
Out of the shadows
Some define leadership as giving power to the people. “A leader is best when people barely know he exists. When his job is done, his goal achieved, they say: we did it ourselves,” said the Chinese sage Lao Tzu. But in an unstable global context, people expect just the opposite from their leader. It is in the face of these unusual situations and in times of uncertainty that the voice of leaders must be heard to reassure and mobilize the teams.
It is essential to keep the lines of communication open so that employees and stakeholders feel confident. Thanks to regular meetings and informal discussions, it is easier than ever to be the visible leader that employees expect. If an event has a direct impact on the company and individuals, it is essential to maintain communication as regular as possible.
Take a glocal approach
For the decision-maker, taking collective and holistic action without being aware of what is happening on the ground can leave leaders feeling disconnected. A knowledge of the market makes it possible to adopt the right strategies and to remain relevant vis-à-vis its collaborators and the market. Although an event affects a large number of countries, it is not enough to bring a single strategy to all countries.
A glocal approach (contraction of “globe” and “local”) must be used for each of the markets. Regarding the response of countries to the phenomenon of the “great resignation”, Cornerstone recently published a study on the place of skills in talent management strategies. At the global level, nearly 54% of employers announced a significant prioritization in terms of skills development, compared to 40% in France, the phenomenon being established there than in other regions of the world.
It is therefore essential for decision-makers to ensure that decision-making trickles down to the local level. Keeping a listening ear by regularly contacting counterparts or leaders of the countries concerned can help to position the company’s global message at the local level – global events affecting populations in each region differently.
The paradox of leadership
No matter how many books, articles and information leaders try to assimilate on leadership, the truth is that global leadership is an art form. Rather than using a single color and technique to paint a picture of the world stage, leaders need a variety of brushes, paint buckets and other tools to cover a canvas that paints a holistic picture. of their world organization. Leadership itself remains a paradox. The way we think about it and try to understand it, especially in times of great global upheaval, often does not correspond to the reality of the situation.
While it is impossible to predict the next global event, I believe that for leaders, it is more important than ever to optimize the agility and readiness of people and businesses. It is by being more resilient that they learn and grow from these experiences. To do this, they must position themselves at the center and maintain open and transparent communication and adopt a “glocal” approach, which will allow them to deal with disruptions with relevance.
Vincent Belliveau, International Director at Cornerstone
Expert opinions are published under the full responsibility of their authors and in no way engage the editorial staff of L’Usine Nouvelle.
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