C-Suite Intelligence 2nd June 2020

Winmark's C-Suite Intelligence service provides news, content and research to help leaders across all C-Suite functions address the exceptional challenges they are facing.

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How to demonstrate calm and optimism in a crisis
McKinsey & Company
To stay calm and optimistic while under such pressure, leaders should practice integrative awareness: being aware of the changing reality in the outside world and how they are responding emotionally and physically. This intentional practice allows leaders to shift from viewing challenges as roadblocks to seeing them as problems to be solved, and even learned from.
  1. Adapt your personal operating model: create an operating model that can act as your compass, especially in a crisis that is expected to last for some time.
  2. Set your intention: take a few minutes at the start of the day to go through your agenda, identify high-stakes topics, and set an intention for what you want to accomplish and how you want the experience to unfold.
  3. Regulate your reactions: while in a stressful situation during the day, observe your emotions so you can recognise the stress response, taking a pause to assess the situation and engage your “rational mind” before choosing how to respond.
  4. Practice reflection: reflection is a way to process what happened during the day and to create space to listen to your mind and body.
  5. Reframe your perspective: when we’re tired from stress, we tend to see negative messages and threats more readily than opportunities and positive messages.
  6. Manage your energy: one of the most difficult tasks is to balance work needs with physical well-being. 


The rise of nontechnical paths to tech leadership
Tech leaders increasingly hail from nontechnical backgrounds, where many developed critical thinking, communication, and other soft skills. How do you identify next-gen tech leaders?
Cast a wider net: Find diverse ideas and talent by building relationships outside the company and industry.
Look beyond the degree: When developing, hiring, and retraining IT talent, consider the individual’s learning agility and other soft skills.
Seek diverse perspectives: Invite new ideas from across the organisation to better understand how different people view problems and how they might solve them.
Upskill and reskill: Some organisations cannot hire enough qualified people to fill certain roles and are launching initiatives to upskill and reskill employees.   
How leaders can reinforce trust and a sense of connection in their remote teams
MIT Sloan Management Review
With a better understanding of potential pitfalls, managers can be alert to signs of dysfunction and act to keep networks and relationships healthy. Here are some suggestions: 
  1. Actively cultivate feelings of solidarity and shared mission.
  2. Be a useful and helpful network broker.
  3. Use a variety of communication channels.
  4. Preserve teams with long working relationships.
  5. Foster communication norms that value the need for focused attention.
Keeping your own and your organisation’s ties positive and productive through periods of sustained virtual work will allow these valuable interpersonal networks to survive and even thrive.   
The hidden value in getting compliance right
Strategy + Business 
When defined correctly, compliance is not something abstract, burdensome, or stifling. By approaching compliance in a more risk-focused and tech- and data-enabled way, supported by human-centered design, organisations can grow and become more innovative, confident in their ability to provide the protection that their people, customers, stakeholders, and society need.
This article suggests how this is achieved, using real-life examples.

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