{"id":3264,"date":"2021-05-26T07:50:49","date_gmt":"2021-05-26T05:50:49","guid":{"rendered":"https:\/\/arenaevents.africa\/events\/the-directors-event\/?p=3264"},"modified":"2021-05-26T07:50:49","modified_gmt":"2021-05-26T05:50:49","slug":"leadership-beyond-the-crisis","status":"publish","type":"post","link":"https:\/\/arenaevents.africa\/events\/the-directors-event\/leadership-beyond-the-crisis\/","title":{"rendered":"Leadership beyond the crisis"},"content":{"rendered":"
Image: 123RF\/BAS121<\/em><\/h6>\n

Just as the Covid-19 virus goes through waves of infections that bring greater challenges and demand swifter and stronger responses, so, too, are business leaders having to adapt their leadership styles and the behaviours of their companies to changing waves of operating as the world heads into the second year of living with a pandemic.<\/p>\n

For business, the first wave was the immediate need to change to ensure survival, stability and continuity when the World Health Organisation first declared the pandemic. The second was settling into the new normal ways of working. The third will see taking the lessons learnt during the crisis to ensure businesses are prepared to be resilient for 2021 and a post-Covid-19 future through the next phase of a transformational technology strategy.<\/p>\n

\u201cThe leaders who have endured and guided their companies best during the first two waves, and who will be strong again in the third, have been those who have been able to give priority to short-term and still manage long-term solutions,\u201d says Jonas Bogoshi, BCX CEO. \u201cThe speed the first wave arrived at surprised and caught many unawares. It required a clarity of thought and speedy, confident decision making to stabilise critical infrastructure, as well as the systems and processes. New systems and tech were put in place almost overnight, and they did the first, vital job of keeping companies on course as much as possible.<\/p>\n

\u201cWith the new variant, an increase of infections over the festive period, lockdowns still in place and the world battling the second, more deadly wave of the virus, it became apparent that the digital transformation that took place in the first wave will be around for a while to come. Company leaders are having to deal with both the technological and the human side of the realisation that those changes will stick in the long-term.\u201d<\/p>\n

Continual investment in self-service, automation and artificial intelligence, aggressive migration to optimal cloud infrastructure with a view to plan for multi-cloud approaches, reviews of cyber security systems, enhancing virtual collaboration, designing new business models through technology, integration of departments and roles \u2013 these will be an ongoing reality.<\/p>\n

Having the resilience to be able to reimagine the future of work \u2013 the workplace, the supply chain and ultimately the customer \u2013 requires full throttle leadership. \u00a0Leadership that is able to continually adjust, whilst keeping a sense of business as usual, and think ahead to beyond the crisis.<\/p>\n

\u201cI think we have seen a shift in styles of leadership during the pandemic through necessity,\u201d adds Bogoshi. \u201cIn the beginning, good leaders realised they could not make every decision themselves because things were moving so fast and were so complex on so many levels. Leadership from the top down was just not agile, quick or flexible enough to handle it all and so there has been a devolution of power.<\/p>\n

They needed data and feedback from their branch managers and employees on the ground to advise them on the changes that needed to be made, and what could be done. There was real-time data sharing from smaller teams and pods of workers, that was then shared with management.\u201d<\/p>\n

There have been studies and reports on leadership that have found leaders realise they need more of a human touch with staff working from home, an increase in the clearness and effectiveness of their communication and transparency. There is more of an awareness of putting their people first and focusing on mental well-being, an empathy in the quality of communications. This is the difference between pushing too hard or creating a sense of inclusion and working towards a purpose for the employee, the business and the leader. Above all, we should be aware that this is a human pandemic first and foremost.<\/p>\n

And, so, to 2021 and beyond. What can we expect?<\/p>\n

\u201cLeaders who have remained calm, stayed the course in terms of focussing on key priorities and haven\u2019t panicked are the ones whose businesses are prepared to move into a new \u2018business as usual\u2019,\u201d says Bogoshi. \u201cKnowing what to keep, what to change and what to put on hold is vital. It\u2019s a combination of focusing on customers, investing in technologies to enhance and create a competitive gap on others, organising your business through a network of teams and having an awareness of the effect of the pandemic on all levels of the business that makes great leaders.\u201d<\/p>\n

Register for The Directors Event on June 11 .<\/i><\/b><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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