Here’s what’s been on our minds lately … This is where we post occasional thoughts, observations, photos and ideas that we find relevant and connected to our work.
After a long 18 months of living in the pandemic environment, firms are beginning to more fully Return to Office (RTO). From recent conversations with our clients, we are hearing about a new challenge which is staff burnout.
Having made it through the pandemic in very successful ways, organizations are now seeing that their people have reached a point of exhaustion. While we had moments of this throughout the pandemic, burnout seems to be taking a higher toll at this time. Our blog aims to highlight distinctions about burnout and offer some suggestions that can help you navigate burnout for yourself and your team.
Now that we have entered 2021, leaders are still dealing with all the challenges of 2020 but with the added element of time. Research indicates we all have levels of resilience we employ to get through a crisis; the bigger trial comes when that crisis turns into an on-going challenge. At this point in the pandemic, leaders and teams are burning out. This may be attributed to the continued experience of life at home, which often includes isolation and a lack of social interaction, on top of the day’s demands. Our last two blogs took a more in-depth look at resilience. Now it’s time to pair that quality with leadership.
In the first post of this two-post series, we broke down what resilience means and common traits of resilient people. Now let’s dig deeper into what you can do to build your resilience. Key to building resilience is self-awareness, the conscious knowledge of one’s character, feelings, motives, and desires. It’s an essential tool as it allows leaders to see themselves clearly and thoroughly. Without self-awareness, it may be impossible to realize the need to take a specific action. Understanding your baseline is essential, which can start with a self-assessment.
The year 2020 has undoubtedly tested us, and likely when reflecting, those who were resilient during such a trying time will stand out to us, whether it be an organization, leaders, or individuals. When reflecting on personal resilience, what traits come to mind? Is it someone calm under pressure? Is it a person who doesn’t let challenges overwhelm them and keeps going? Resilient people often appear better equipped to thrive and prosper during periods of stress. In organizations, teams made up of resilient individuals often are able to tackle change with less resistance. In this two-part blog series, we’ll first explore the qualities associated with resilience. In the second post, we’ll consider tools to identify personality traits that help predict and support the development of resilience, as well as identify specific steps to consciously build resilience.
Are you wearing shoes? While women have seen some big movement recently in breaking the glass ceiling, there are still barriers to career advancement, including the glass cliff. All leaders, regardless of gender, need to be aware of the barriers that prevent more women – particularly women of color – from effectively growing their careers. We already know that diverse teams, including teams with a mix of genders and races, outperform other less diverse teams and businesses (see leanin.org, catalyst.org, and studies by Stanford and the Women at Work initiative).
Envisioning the Way
At Capacity Group, we’re partnering with executives as they take steps in leading their organizations into stage two of the response to Covid-19: the re-envisioning phase. In my recent blog, Disruption = Go, I shared the idea that now is the time to both accelerate change in your organization and start additional changes given the disruption and adaption everyone has recently survived. Now we’re stabilizing a bit in this altered environment and there are important actions leaders must take to move forward with your business and clients to create the future for your organization and associates.
Moving out of crisis and into envisioning requires shifting how you spend your time as top leaders. It also involves purposeful action to engage people in thinking about, ideating and envisioning new ways of operating focused around key priorities.