C-Suite Intelligence 14th July 2020

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Less hierarchical companies show special resilience
 
INSEAD
 
INSEAD spoke with leaders across five organisations to explore how their non-hierarchical ‘self-managed’ structure equipped them to deal with the current crisis.
 
Three fundamental traits should be aspirational for any business, regardless of structure:
  1. Trust and psychological safety
  2. Transparency first, then clarity
  3. Widespread delegation, coupled with autonomy and responsibility 
These traits have behavioural consequences that support organisational resilience through:
  1. Entrepreneurial spirit
  2. A speedy agreement-decision-action process
  3. Optimistic problem-solving 
 
​​​​FURTHER INSIGHTS


Psychological safety, emotional intelligence and leadership
 
McKinsey & Company
 
We are living through a period of extraordinary uncertainty about our physical safety and our economic security.
 
This may cause an undercurrent of emotional disturbance characterised by rising levels of anxiety, depression, fear, and stress. Leaders are confronting these challenges on an individual level at the same time as being responsible for supporting their teams.
 
To gain some insights into what organisations are faced with and how leaders can respond, McKinsey senior partner Aaron De Smet spoke with three experts: Amy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School; Richard Boyatzis, professor of organisational behaviour at Case Western Reserve University and Bill Schaninger, a senior partner at McKinsey.
   
 
Consider these questions when rethinking work schedules
 
Harvard Business Review
 
A review of 153 academic articles examining how working a nonstandard schedule affects employee attitudes, behaviour and health prompts four questions employers should consider as they begin to rethink work schedules: 
  1. How does my organisation’s scheduling practices affect employee effectiveness and well-being? 
  2. Can we better align our work schedules with the needs, desires, and personalities of our employees?
  3. What are the implications of creating customised schedules or giving employees more control over their schedules?
  4. Can we effectively balance the needs and desires of both the organisation and employees?
 
 
Four questions for a rapid leadership reset
 
Strategy + Business
 
It’s important for leaders to take the time now to contemplate what has and hasn’t worked during this first series of COVID outbreaks.
 
The after-action review (AAR) process, originally developed in the military as a structured way of evaluating experiences in the field, provides a useful foundation for this reflective endeavour. It’s based on four questions: What did we intend to happen, what actually happened, what caused the difference, and what can we learn? 

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