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I try to meet with, virtually or in person, lots of my business and coaching contacts, and I find this an effective way of keeping up to date with the latest relevant issues. It also helps to ‘ground’ me and encourage me to check in with my own work and approach. Along the way I have lots of discussions about leadership which inevitably entails wildly differing views and opinions.
Out of the proliferation of remote work during and after COVID, a new challenge for organisations has emerged: many important skills are not easily, or cannot be, nurtured through screens. In the traditional office environment, the subtle yet powerful process of learning osmotically plays a critical role. Leaders model behaviours, and employees, often subconsciously, absorb crucial skills such as adaptability, emotional intelligence, and intuitive decision-making. Even resilience can be enhanced through witnessing other people’s coping mechanisms.
Reflecting on what I feel makes a leader truly great, I realise that leadership is generally misunderstood. It should not be about rank or authority;
In today’s fast-paced work environment, our calendars often look like a Tetris game of meetings, where every line is filled without a moment to spare - perhaps some see it as a challenge to do so, or a function of importance? But how many of these meetings are truly necessary or even productive?
Good genes can help, admittedly, but nurturing - although slower and harder, and requiring persistence, optimism and determination - will always give the best outcomes long-term. That is a business 'message' but actually proof of this was on the Isle of Man in the last two months at the theatre.
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