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Headhunter warns of major changes in work life: – A cold shower is guaranteed.
This is a discussion post. Express the views of the writer.
Development has been going on for a long time, but the pandemic is the shock that changes the leadership role forever. If you want to be successful, you must look for Erna instead of Donald.
Both managers and employees feel it in the body. Much has changed. We have become a little closer, at the same time that we have become more distant, and we are all a little tired.
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Fortunately, vaccines have been developed and released. Last week, Health Minister Bent Høie announced that the first doses of the vaccine will be offered starting in the new year. If we are lucky, we will be able to meet colleagues, competitors and partners again at offices and conferences before the summer.
But anyone who thinks that working life is back to the way it was, I can guarantee that they will take a cold shower.
The beginning of something bigger
Managers can feel what they want about the case, but the changes the pandemic has created in working life are just the beginning of something bigger. An important change that was underway before the pandemic. And in a few years we will look back and realize that the crown created a crossroads in working life. One before and one after. Leaders can choose to listen to “The Wind of Change” or continue jogging to their own major.
As you probably suspected, I suggest you choose to change!
Here you can read more posts from Trine Larsen.
The new
The new era will mean, among other things, that extensive use of home offices is here to stay. Throughout the year, we’ve digitized industries that once snorted at the idea and, as The Economist notes, research indicates that a golden formula for productivity and well-being will be a mix of office and home office, even after the pandemic.
In other words, work life has changed for the better and managers must see the opportunities.
Flexible working hours invite both managers and employees to change their roles. You can’t lead like before, and as an employee you can’t expect the same as before. A clarification that you would normally make in passing at the office is quickly perceived as an annoyance or criticism when it comes to a phone call.
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To make things a bit easier, I’ve outlined four steps that I think managers should follow:
1). Assume and give responsibility
This is the core.
Everyone from the apprentice to the top manager has to make various independent decisions on their own from the home office and at a faster rate than before. Therefore, more self-management is needed. We all have self-management in us, but it only works if we cultivate the right company culture. As we all have to lead ourselves, the new work life has much more to do with values than in a static company controlled from above and by rules.
For this to be possible, we must all know the ownership of the company we work for and share its goals, regardless of whether we are leaders or employees. This can only be achieved with transparent organizational structures that allow all employees to make their own decisions. Leaders who had already established leadership based on trust, inclusiveness and openness before, or at the beginning of the crisis, have benefited greatly from the pandemic.
They will continue to have that in the future.
2). Be coach first, then boss
With more self-management, the leadership role in the future will be more about training, facilitating and helping employees to implement change.
Instead of managers doubting all decision-making processes, employees at all levels should be included in development work. You have to learn to live with an unpredictable everyday life where you don’t have all the answers.
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3). Put the middle manager in the museum
If the new job reality with increased employee responsibility is to be successful, you must get rid of a lot of middle managers.
As employees become more independent, it doesn’t take as many sergeants to inspect the troops. They can quickly turn into just a delay. And what are you really going to do with all the inspectors? Why control others who control?
As early as 2010, the Boston Consulting Group concluded that between 20 and 30 percent of middle managers in large companies should leave. The 2020 crisis may therefore be the catalyst that really accelerates this development.
4). Embrace smooth operation
In the new reality, managers and employees must adhere to an “agile” strategy.
Did you think “Agile Coach” was a silly title taken from The Office? Think again, because this way of working, with a focus on interpersonal interaction rather than rigid processes, doesn’t go away.
Here, the results are presented continuously, making it possible to maneuver quickly. In good Norwegian: agile.
This is the working method that can be the solution when processes and decisions are decentralized.
In short: she suffered like Erna, Donald fell.
The same attitudes and methods that have worked well for forward-thinking companies in these new times also work at the government level.
Also read: Fear of bankruptcy in a few weeks: – A red flag
“Mutilation” error
“Strong” national leaders who believe they have all the answers, such as Donald Trump and Brazilian Jair Bolsonaro, have failed in their power-hungry strategy.
In these uncertain times, leaders who listen to experts, trust people and build consensus, including Erna Solberg and Jacinda Ardern from New Zealand, have had the best success.
(So I prefer not to mention that they are both women).
As a leader, you must now invite employees, trust them, and provide them with the best tools to shine in an unpredictable everyday life. You have the crown to thank for the fact that the measures it should take anyway are now moving forward as strictly necessary.
Interactive leadership
Some call it interactive leadership, as Erna Solberg and Danish Mette Frederiksen have done, paving the way for more expert and consensus-oriented management.
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Prime Minister Erna Solberg is among those who have heavily involved experts in this crisis, and one sees trends that interactive political leadership has handled the crisis considerably better than populist leadership.
You, as a business leader, can learn a lot from this. From being the controlling leader, you must become the interactive one; the leader who attracts experts, motivates and inspires those around him.
The one who sees the opportunities and who invites confidence, creativity and innovation.
Things will never be the same
Because if there is one thing that is absolutely true, it is that working life will never be the same as before.
And you know, all the changes and crises offer unprecedented opportunities. And in Norway we are lucky. We have a great opportunity to create the work life of the future: a better, more inclusive and flexible work life.
What do you think will be the biggest change in working life?
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