H.ands-on leadership plays a key role in the smooth transition to new norms in business
It was time the global workforce rolled up their sleeves and began undoing the business damage caused by the great 2020 recession most strategic areas Organizations need to focus on rebuilding operations, generating revenue, and rethinking the organization. This is certainly easier said than done, but it becomes easier to work with when CEOs choose practical leadership instead of more conventional styles. The latter ultimately leads to an emerging work environment that has been out of date since the pandemic amid business change. How stated by Yaron Lipshitz, the CEO of the collaborative event planning platform AllSeated, “took a key lesson from last year that CEOs need to work with and receive feedback from all levels of the organization. You need to be on the forefront with customers large and small to better understand their needs in times of change. “There are many benefits to this leadership style, including productivity gains and much-needed improvements in employee morale.
An overview of the practical guidance
The practical leadership style is seen as progressive. All measures are based on the idea that the success of a company depends on the ability of management to engage, inspire and motivate their employees. This requires CEOs and other members of the executive team to take a more active role in day-to-day running of the business.
Benefits of the hands-on approach, timely for the post-pandemic work environment, include improvements in employee relationships, better decision-making, and better levels of collaboration. Of course, regular communication (which is not micromanaging) improves the relationship between executives and team members and plays a key role in making better informed decisions. It also helps executives develop the tacit knowledge needed to find new ways to improve internal processes and make more accurate predictions for the future in different areas. The hands-on leadership reinforces the idea that CEOs are facilitators who encourage their teams to work in harmony by actively putting themselves at the center of all actions and directing traffic from the ground.
How to be more practical without being too practical
When it comes to practical leadership, there is such a thing as too much, and as with anything else, there is a balance to be maintained. Like in one Article on ForbesA practical leader is one who never completely separates from day-to-day operations. You are not responsible for overseeing every business process. One of the most effective characteristics of a practical leader is regular communication with the members of the core team. lead by example; Coaching on various business-related tasks and offering / obtaining feedback directly to and from team members.
The balancing act comes into play in order not to fall into the trap of micromanagement. The only employees who should be micromanaged (temporarily) are newer members who lack experience or who simply need to find their groove in the system. Micromanagement stops creativity before it can begin. Hence, it is best for CEOs to look for opportunities where their practical approach is most valued and beneficial, such as: B. before / during / after the occurrence of a crisis situation.
In the earliest stages of the process, the best leaders will work with their frontline constituents, making them in their own unique way advocates of the company’s mission statement and vision. research from the Harvard Business Review shows that “the vast majority of executives do not engage in crucial moments that could help employees see them as trustworthy. This is amazing when you consider the amount of money companies spend conducting employee surveys and restructuring, engaging consultants, and executing change initiatives. ”
One for all, not all for one
CEOs shouldn’t be at the root of it all for their own sake. Rather, the approach should be geared towards helping employees improve the overall effectiveness of the company itself. The most natural way to do this is to start with high level management activities before breaking into smaller departments and dealing with individuals.
While it will take time for most companies to recover from the effects of the Great Recession, those executives who don’t actively connect with their team members are liabilities themselves. Now is the time to work on strengthening the team and it all starts from the top.
The views and opinions expressed are those of the author and do not necessarily reflect those of Nasdaq, Inc.