I keep hearing in my HR network that those leaders who were considered strong pre-Covid aren’t necessarily the ones who are shining now. There have been some surprising new entrants into the pool of those seen as top talent.
It’s the leaders who had already invested in building strong relationships with their teams who are being recognised now – they’ve maintained performance and productivity despite distance. They had already built trust, and when they showed empathy it was seen as sincere.
They probably weren’t the leaders who had pushed themselves into the limelight.
On the other hand, those who had a more controlling or self-oriented approach have found it more difficult to lead their teams virtually.
Now, this isn’t surprising, is it? We all know which boss we’d rather work for.
But how do you make the business case for developing that kind of leader – the supportive, empathetic leader who will create the conditions for their team to perform through thick and thin?
RBL have been looking into what we’re learning about leadership development, and one of the conclusions in this article by Dave Ulrich is that we must make the business case.
How do we make the business case for more human leaders?
