The Post-Pandemic World Requires a New Type of Leadership

The lockdown and other social distancing measures have demonstrated a need for a need type of leadership, one that is increasingly multimodal, especially when we are now utilising hybrid work models.  A post-pandemic world is not going back to the way things were, because people have changed their habits.  People and companies have learned that it is possible to complete routine transactions from home, and coordinate across even countries.  This hybrid work style is here to stay, because there is little incentive to go back to what is was before. 

This means that effecting effective leadership in this new hybrid work model requires skills that are beyond traditional team leadership.  In addition to the skills that require direct management, leaders in this new paradigm must be able to coordinate, to management, to lead remotely.  There is a heavier emphasis on communication through the written word, and other forms of media. 

Tasks are of two main types.  One type of tasks involves independent work, often of a routine, clerical nature, such as administrative tasks, reports, correspondence, and analysis.  These are tasks that can be done virtually.  Even some aspects of coaching, and mentoring can be done online, and done effectively.  The  other type of tasks are the ones that involve a combination of experiences, an integration of different facts, a dialogue on goals and outcomes that involve the entire team.  Complex problem solving, inculcating a specific culture of values, and managing conflicts are best done physically, not virtually. 

Part of leadership now, is recognising which tasks belong to which area.  The following are specific types of tasks that would be better done physically, because they involve presence and nuance that cannot be replicated over a video call.  Perhaps, as society evolves, we will be able to perform more of these tasks virtually, but we should never discount the power of a physical meeting.  That human touch still has a place. 

The first is forming and maintaining collaborative relations, through networking, bonding, and connecting at a deeper level.  Trust and a shared understanding is better cultivated though shared experiences, such as a meal, or a bonding exercise.  The second is any form of shared learning to stimulate innovation, and knowledge integration.  People need a time and place to open up to each other in a non-threatening physical environment, and certain social activities facilitate this. The third is building a strong group identity and shared culture.  This is done through shared experiences and social activities with that goal in mind.  And the forth is built on the other three, which is to provide a vision, a shared purpose, and a sense of loyalty to the collective.  The foundation of this is in direct interaction.  The implications of these activities on new leadership models are profound and evolutionary.  What we have previously no longer suffices, and new methods of management and leadership must be developed. 

The first role is that of a multimodal coordinator.  This is the ability to manage the flow of work, the tracking of activities and tasks, and the integration of outcomes to a dynamic timeline.  Much of this is virtual, and there is an element of mentoring virtually.  The ability to think quickly, and act dynamically is important because a virtual work environment often involves coordinating across time zones.  This sort of leadership skill requires trust both ways since members are seldom physically in proximity.  The downside to this is that there is a danger that leader who are less than equipped fall into either micromanagement, or the extreme of losing control due to a perceived lack of interest in subordinates.  We are all familiar with the type of leaders who keep their team on an endless series of online meetings, going through report after report. 

The second role is that of an initiator, a sort of font of inspiration, stimulation, and innovation.  This is a cheerleading role, which involves building trusts across many vectors, and fostering an environment where members feel safe enough to share their thoughts and ideas, no matter how seemingly outlandish.  Somewhere in the realm of the ridiculous, may be the next great idea.  The challenge here is for the leader to not dominate the conversation, and allow others to grow into their role, including making mistakes. 

The third role is the traditional role of coaching and mentoring, with the added mandate of being able to do much of this virtually.  Whilst there is a focus on helping people achieve peak performance, it is important that they feel valued and trusted, which requires building their self-esteem and keeping them connected to the team.  The emphasis of this role is less on the logical aspect, and more in emotional intelligence, and understanding some of level of psychology.  People still need to feel connected and motivated, even across oceans. 

The final role is that of actually being a leader, a focus of the team to represent them when we negotiate, exercise influence, and build strategic relationships.  This is the ability to bring all the previous points to bear for a strategic goal, while making ground tactically, a roadmap to that goal.  It involves the ability to get all stakeholders involved, and committed; it involves convincing them that we represent their needs and interests; it involves the ability to advocate and cohere eloquently, both physically and virtually. 

Ultimately, the foundation of all this is built on legitimacy.  That legitimacy is only achieved when there is trust and  a sustained connection.  While we need to delegate tasks and manage expectations, the team still needs to feel empowered to exercise initiative, and trusted to keep to their end of the bargain.  Without that trust, all this falls apart into micromanagement hell or chaos.  Central to all this is the ability to communicate. 

These are skills that are replicable and scalable, meaning that when it is mastered at a lower level of management, it can be applied at a high level, and refined over time.  Leaders must recognise that the strength of their team depends on them empowering them, and supporting their growth.  We are looking at facilitation, the application of emotional intelligence, and motivational skills.  When they can do they, they will thrive and be effective managers in a post-pandemic world.