The Real Leadership Challenge Of 2020? Creating Cultures Where Everyone Feels They Belong

We’re midway through 2020, and suffice to say, the year hasn’t gotten off to a great start. But as we look ahead to the next two quarters, leaders across every sector know that while the immediate crises may have abated, the tough work remains to be done.

Now, leaders are not only tasked with trying to stabilize their operations and drive growth, but they also know that in whatever form they seek to rebuild their organization’s culture, it must be with a committed effort toward diversity, inclusion and equality.

It shouldn’t take social movements like #MeToo or #BlackLivesMatter to awaken a collective consciousness around long and justly held grievances or systemic biases, and reactionary responses or promises that pay lip service to the problem as opposed to doing the hard work to forge sustainable and systemic solutions don’t help.

Let’s face it: Despite millions of dollars and years of effort to address diversity and inclusion, most organizations haven’t moved the dial far or fast enough. What’s needed is a different approach. So, as we head back to the drawing board, we’d be well served to change course on a few fronts:

1.   Stop Framing The Issue As A Problem

For too long, we have framed the issue of diversity and inclusion as an intractable problem, debating whether quotas are right or targets are fair. Instead, we need to reframe it as a catalytic, powerful solution, focusing on the competitive advantage our organizations stand to gain if they were made up of truly diverse workforces.

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Mark Cuban: This is the new interview question employers will ask job-hunters after the pandemic

Mark Cuban has some advice for the millions of Americans who are out of work amid the coronavirus pandemic: collect unemployment, don’t stop applying for jobs and make use of whatever down-time you might have to brush up on the skills that might impress your future employer.

a close up of Mark Cuban: Mark Cuban, entrepreneur and owner of the Dallas Mavericks, speaks at the WSJTECH live conference in Laguna Beach, California, October 21, 2019.

 

The first question every interviewer is going to ask you is: ‘What did you learn during the pandemic of 2020? What skills did you add during the pandemic of 2020?'” Cuban said in an interview with Dallas’ local CBS affiliate on Sunday.

The billionaire owner of the NBA’s Dallas Mavericks was asked what his advice would be for those who are unemployed and job-hunting. Just under 20 million Americans were collecting unemployment benefits as of last week, according to the government.

“If I was 24 or 25 … living with five roommates, how would I be dealing with this and what would I tell myself?” Cuban wondered.

“Keep on adding to your skill-set, no matter what it is,” the “Shark Tank” star told CBS. “I don’t care if you’re a welder, or you want to learn how to [computer] program, you want to learn about artificial intelligence, whatever it is.” Continue reading

The Digitization Imperative

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The Psychology Behind Effective Crisis Leadership

by Gianpiero Petriglieri

When I ask groups of managers what makes a good leader, I seldom have to wait long before someone says, “Vision!” and everyone nods. I have asked that question countless times for the past 20 years, to cohorts of senior executives, middle managers, and young students from many different sectors, industries, backgrounds, and countries. The answer is always the same: A vision inspires and moves people. Expansion, domination, freedom, equality, salvation — whatever it is, if a leader’s vision gives us direction and hope, we will follow. If you don’t have one, you can’t call yourself a leader.

This enchantment with vision, I believe, is the manifestation of a bigger problem: a disembodied conception of leadership. Visions hold our imagination captive, but they rarely have a positive effect on our bodies. In fact, we often end up sacrificing our bodies in the pursuit of different kinds of visions, and celebrating that fact — whether it is by dying for our countries or working ourselves to exhaustion for our companies. Visions work the same way whether mystics or leaders have them: They promise a future and demand our life. In some cases, that sacrifice is worth it. In others, it is not. Just as it can ignite us, a vision can burn us out. Continue reading

Keep Your People Learning When You Go Virtual

by Annie Peshkam and Gianpiero Petriglieri

Over the past five years, we have been taking our work online deliberately and at a steady pace. At INSEAD, the business school where we work, we’ve been expanding virtual meetings, ramping up virtual classes and coaching, and introducing digital tools to enhance face-to-face work. Then, in the past few weeks, everything else moved online, too. As in many organizations, the transition happened almost overnight in the midst of an unprecedented health crisis that has disrupted everyone’s private as well as working lives.

In such conditions, organizations and leaders might be forgiven for going into survival mode and putting learning aside. Companies do that all the time: They pause major learning initiatives, such as training courses, and minor ones, such as process checks after team meetings. They slash learning budgets and cancel mentoring sessions in a downturn. In times of upheaval, anxiety runs high and the instinct to preserve the world as we know it takes over. Leaders put aside their intent to include and develop, and revert to command and control. “Forget learning!” the thinking goes. We can’t afford it when we need to secure operations and get the basics done.”

This is dangerous. Like all major crises, and perhaps more than most, the COVID-19 pandemic is bound to leave behind lasting changes in the way work and business take place. Learning will be the foundation of our survival, then, for both organizations and the individuals who make them up. As the world shifts to online work and businesses struggle to reinvent themselves, organizations need to learn what kinds of new products and services will appeal to their consumers and learn how to create them. Leaders must learn how to keep a distributed workforce focused, energized, and attuned to customers’ changing needs. Continue reading