In the last few years, many businesses and leaders I know were actively contemplating how to disrupt their business models. Their aim? To find new ways of operating in order to succeed in a volatile and complex environment. This work is both necessary and arduous for leaders and their top teams. Disrupting an organization from its stasis is challenging and typically means the leaders themselves have to evolve. At Capacity Group, this is the work we do with our clients, and today’s environment represents a unique opportunity for leaders who want to evolve their organizations.
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’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.