Leaders are faced with demands from multiple angles as they care for, rally and enable their teams in this new environment during COVID-19. As leaders, it’s about flexing so you can meet the realities of today’s crisis by focusing on operational needs, sensing the compassion and empathy needed to meet people where they are, and finding hope through possibility and opportunity.
I’m amazed at the sheer resilience, care, and optimism of the leaders with whom I’m working. Together with their firms, these individuals are stepping up to make the world healthier, providing compassion by showing up with humanity first and continuing to serve their clients in their greatest hour of need. Organizations such as Maryland Food Bank, which is still doing the work of feeding the hungry, is finding ways to mobilize volunteers side by side with their employees.
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I’ve spent 90% of my career working with, developing, and supporting leaders as they ascend positions, take on greater responsibilities, and become more impactful in their roles. In recent years, it’s become increasingly important to me to see leaders awaken to their responsibilities to others and act with a sense of what’s right. Many leaders have a lot of power, and with that comes a responsibility to create a more just world.
Employee engagement is often a key measure of effectiveness for both organizations and leaders. Statistical evidence and data prove that high levels of engagement correlate to the increased overall performance of a company, which elevates the importance of this issue for leaders. 