DEVELOPMENT
nature of hybrid take away such fundamental bonds of strong culture or connection . Keep your traditions thriving . There may be an opportunity to create new ones , given the new world , in addition to adaptations or upgrades required .
Agility in four cultural pillars History also shows us how tribes evolve — so too does company culture . Due to broader business changes , a result of strategic disruption , the ongoing hybrid scenario or continued bouts working from home , there ’ s evolution required in four notable pillars .
A culture of compliance means administrative processes , the rules of play , may require critical updates . EAs and PAs are well placed to collaborate with key stakeholders , including HR business partners , C-suite and senior leaders , to offer input into the best path these changes may take . This is an opportunity to showcase your business acumen , business case or strategic thinking muscles . Help decision makers land on best solutions , clear directions and even shortlist selections for best-suited technology where needed . Your expertise in organisation and clarity in the detail and documentation — something already very familiar in your roles — may play a key part in the success of process updates .
A culture of performance requires all people leaders to be hands on . This means knowing , coaching and continually developing their people as well their own numbers . Some people leaders are great when their team is in front of them , but some are not so great or armed with the same level of attention and care when faced with a separated team . You may help people leaders find systems to strengthen capabilities around calendar organisation , scheduling or even continued connectedness so their people don ’ t slip through the cracks . Some leaders , a little like keynote speakers , may be fantastic live in office yet become a little lost or require support and development when translating the same energy or wisdom remotely .
Putting COVID-19 aside , a culture of continual learning is one mechanism to ensure businesses remain relevant and at a competitive advantage in a world of constant fast-paced change . A culture where learning and knowledge transference is something to be valued , not put off when things get busy or difficult , is not to be underestimated amidst current challenges . Perhaps one of the best things to do here is lead by example . Define your own individual learning pathway , maintain time on your own calendar for upskilling , ask for it , stick to it , be a shining example of continued growth for all around .
A unique culture is often perceived as the Holy Grail . When asked to nominate cultures that stand out from the crowd it ’ s the usual suspects that spring to mind . Often due to the innovation they bring to market or the creative , inclusive soft touches that make their environments fun like casual dress , freebies , or paid work time to support social causes . Given everyone is navigating this new hybrid world collectively it ’ s a great time to get on the front foot with initiatives that internally add a little spark and externally make for inspirational , yet grounded , PR .
Compassion in communication In my last feature with Chief of Staff I planted seeds about returning to work and focussing on skills to help navigate change .
After having listened to the views of my inner circle , one trait repeatedly reared its head from all . Ann Dimas , of Marcellin College , articulated it beautifully , clearly and succinctly in saying this is a time to approach all our jobs and interactions with compassion and kindness .
We ’ re seeing a massive shift and investment towards employee mental health . There ’ s a plethora of opinions and studies from respected sources : McKinsey , highlight the pervasive nature of mental health in usual times , let alone the cited increases ( about 45 % of the population in their American study ) as a direct result of COVID-19 .
No doubt we can all relate , regardless of our personal circumstances this past year . Stresses have been exacerbated due to periods of furlough ( where perhaps our purpose feels lost ); instability and uncertainty ( due to volatile market impacts or government decisions and reactions ); or even those long bouts of working from home . For those living alone , the solitary nature may have felt a little like Tom Hanks in ‘ Cast Away ’. I know I felt a little loopy at times and I ’ m pretty sure I sorted out the same set of cupboards about 17 times : albeit with a cool 80s playlist thrown in and a cuddly Sully toy in place of a Wilson football . For others , with families and partners , it may have conversely felt like overload : working remotely while managing homeschooling and perhaps getting more under our loved ones ’ feet than we ’ d care to share .
The fact is we ’ ve all had our own unique experience . As psychologist Dr Justin Coulson mentioned in a conversation I had with him , “ We may well all be in the same storm but we ’ re in different boats .” It ’ s important we pause a little longer than usual or make fewer assumptions . We may well be speaking the same common language and using the same internal jargon as we were pre-COVID . But unless we approach conversations and communications with compassion then we might as well be speaking a completely different language — perhaps even canine ! S
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Issue 1 2021 | Chief of Staff 55