COVID-19 has transformed the way we all live and work like nothing in our lifetime . Not only has the pandemic forced businesses to reimagine the way they operate – at breakneck speed – but leaders around the globe have had to shift their attention to previously unexplored areas such as psychological safety , in order to develop teams whose members express mutual respect , trust and interest in each other as people .
These pressures have , of course , been coupled with pervasive concerns about our own health and that of our loved ones .
At the most basic level , to quote the Rev Lucy Winkett , many of us are now “ living at work ”. The blurring of boundaries between work and home has , for many , fuelled anxiety , anguish and a sense of loss : of human interaction , of togetherness and of connection . So how do we move forward ?
While trauma is tough in itself , it can spark growth and positive change as survivors reflect on their experience and identify meaning in its aftermath . In his recent Harvard Business Review article , psychologist Richard Tedeschi argues that negative experiences can spur positive change , including “ a recognition of personal strength , the exploration of new possibilities , improved relationships , a greater appreciation for life , and spiritual growth ”. He terms this “ post-traumatic growth ”.
While trauma is tough in itself , it can spark growth and positive change
Tedeschi believes that despite the misery resulting from the coronavirus outbreak , many of us can expect to develop in beneficial ways in its wake . And leaders can help others do this too . But none of this can happen unless we have the capabilities , mindsets and behaviours to do so .
By encouraging introspection and curiosity , actively listening , and offering compassionate feedback , leaders can serve as what Tedeschi describes as “ an expert companion ” for others , helping them to emerge stronger , while simultaneously developing their own strengths .
Our November virtual Future Talent Conference , to which this issue of the new-look digital Future Talent magazine is dedicated , aimed to provide delegates with the opportunity for self-reflection , to consider some of the skills we might need as leaders in this reimagined world of work . You can watch our stunning highlights video on page 9 .
Storytelling was central to the two-day event . From British astronaut Tim Peake ’ s recollection of space travel ( see interview p13 ), to Bear Grylls ’ tales of adventure ( p17 ), to powerful revelations about individuals ’ lived experiences across the arts , business , religion , philosophy and wider society , many of the conversations focused on what can be learned from adversity , and how this can stimulate selftransformation .
Over upcoming issues of Future Talent magazine , we will be exploring more of the questions raised at the conference , spotlighting what we , as leaders , can do to prompt meaningful change – particularly around inclusion and learning .
By being open to continuous learning , and including others , this year ’ s disruption can be used as a learning exercise to ignite our self-awareness
How we navigate the trauma of 2020 and emerge from these most extraordinary times – as leaders and individuals – will ultimately define our personal lives , our organisations , our societies , and our world .
By being open to continuous learning , and including others at every stage , the disruption and discomfort we have endured this year can hopefully be used as a learning exercise to ignite our self-awareness , restore wellbeing , and regenerate a sense of purpose and optimism as we continue to navigate an ever-transforming working world .
As always , I hope you enjoy the issue .
Mary Appleton Editor in chief | mary @ changeboard . com