Redefining Talent for Today’s Environment
Angela Lane and Sergey Gorbatov shared ideas on redefining talent for today’s environment with member companies including BP p.l.c., Dow Inc., IBM Corporation, Philip Morris Products S.A., The Principal Financial Group, Prudential Financial, and Swiss Re Ltd.
COVID-19 is causing organizations to reconsider many traditional approaches to performance and development. While some leaders are distinguishing themselves in this new environment, others with a legacy of success, seem to falter. Our new world of work demands that we redefine talent and skills in order to succeed. This roundtable discussed the skills which are emerging as essential and explored how the crisis has provided unique opportunities to accelerate skill development.
Three Main Shifts
Angela and Sergey highlighted the three main shifts occurring in organizations due to the global pandemic, racial injustice, and unrest.
- Shift from Stability to Agility
- Preference to Work from Anywhere
- Role of Business Relating to Social Agenda
These three shifts affect the impact of context, how work gets done, and how we relate to each other, and thus require new capabilities.
9 New Capabilities
Angela and Sergey outlined nine new skills which companies and leaders need to adapt in order to succeed. A few have been outlined below:
Meaning Creator: When organizations create meaning for their employees, they are simultaneously reducing employee stress and anxiety. It is essential that organizations can drive purpose and focus on the larger picture.
Performance Orchestrator: Organizations and leaders must establish goals and objectives, and monitor progress. Furthermore, leaders must trust that their employees are performing in their role by creating a workplace where people feel they are contributing to something greater than themselves
Culture Builder: When everyone is working from home, how do we maintain a culture that leads to success? Creating culture in a virtual environment requires intention and discipline. During COVID, employees felt that the culture at their organizations improved when they had leaders who held a high awareness of the impact of circumstance on culture.
Paradox Manager: Leaders must be able to manage and balance workplace paradoxes: Plan but be flexible when the plan diverts; Be self-confident, yet humble; Lead, but recede into the background.
People Developer: An organization’s environment must encourage and help people to take risks, trust people to experiment, provide clear and constructive feedback, and help people take accountability in a way which drives them forwards.
The recording with embedded slides is available to Executive Networks members in the EN Resource Library.
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