What does it mean to be an executive leader in a hybrid world? It is a question that VIM Executive Coaching answers in one form or another several times a week.
“How should an executive leader, lead in the new hybrid workplace?”
The question is troubling on many levels. Understandable, but troubling all the same. Hybrid situations are hardly new.
The particular dynamic that the world is currently experiencing may have a few extra wrinkles e.g., a move to reduce square footage of office complexes or the increase in “hoteling places” and huddle rooms in existing workplaces rather than expansive boardrooms however the dynamics of this construct follow other workplace change. Remember, that in the olden days there were things such as typing pools and switchboards and major changes in computing systems and mainframes. Somehow, executive leaders found a way to muddle through those changes.
However, the true change post-pandemic has less to do with space, time in the office and change to office configuration but everything to do with mindfulness, authenticity, communication and compassion.
Cutting through the reaction
After the pandemic lockdown, there were the imperious who demanded their workers return to work and other leaders who didn’t trust that workers who were working remotely. The result of these demands was that workers quit in droves.
In the 18 months, give or take, when the workplace was reinventing itself, managers and workers often found that were more productive when they weren’t compelled to spend two hours commuting or sitting through excruciating staff meetings that re-hashed the meeting of the week before.
However, executives who authentically and mindfully cared, saw that the pandemic plus daily angst over mandates, workplace change and constant uncertainty was resulting in workers needing nurturing, greater compassion and understanding.
The pressures they were facing were new to the workplace. Depression was at an all-time high; no one quite understood their roles or the rules for the new normal. Everything from child and pet-care to virtual communication platforms had changed. Who was there to listen to them or to care?
Demanding of those workers, or over-the-top reactions to their desiring greater empathy was not getting the desired effect. What worked was authenticity and mindfulness. Executive leaders who were able to access those leadership traits, emerged triumphant and endeared loyalty. As a result, the product or service of the organization tended to fare better in the market.
Those leaders who closed off to questions, concerns and conflict and instead “yelled” at people to get over it and work, were the objects of resentment and scorn.
The new response
Executive leadership in a hybrid world, isn’t a test to determine who on the executive team has the best technical skills, rather who is most attuned to meeting employees on a human, authentic level.
Mindfulness training is perhaps more important now than in gaining most any other skill-set. It is perhaps the lowest of technical skills but undoubtedly, the most important thing executive leaders can do for those who report to them.
To truly listen and to respond; to reach common ground and understanding will get everyone through change. To understand that, is to acknowledge to employees that everything will be fine. There is great inspiration in compassion.