Increasing Agility, Post-COVID-19 & Beyond

Just a gentle reminder that our lives had been disrupted prior to COVID-19. For example, a couple of organisations I’m involved with including #cipmnigeria had several pre-COVID-19 conferences hinged on the subject of disruption.

Technology for sure has been a major disruptive force, same with unprecedented competition powered especially by innovative new entrants (& business models) across several sectors – A phenomenon that further reinforced the premise of the unleashing of an avalanche of creative & critical thinking force – which in itself is disruptive in nature.

Without a doubt however, COVID-19 brings in a whole new layer to disruption and it’s the reason why many agree that our lives will never be the same again.

In response many organisations are racing to the drawing board to rework their risk management strategies; HR is going all out to expand their policy scope & businesses are exploring digital platforms to push their product & services further….

So, with disruption being our new normal it definitely cannot be business as usual. Every organisation has to assess her Agility posture to position for a lifetime of disruption. By ensuring that their workforce is made up of nimble, valuable contributors who are solution providers not just experts, (There’s a major difference here & that difference has real implication for organisational success) organisations are able to sustain their unique edge not just beyond COVID-19 but for the remainder of of the disruptive experiences ahead.

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Agile HR (3)

HR has definitely come a long way. Many #HR professionals have made impressive success aiding their organizations in navigating multiple disruptions. Many also have managed to keep up to speed with best practices with regards to #practices , #processes and #policies . What appears to be a limiting factor though is where #HR has no clue as to why these practices are in place and therefore are unable to sustain such for long term benefits. For example, what is the purpose of Psychological Safety in a knowledge economy? What is the value drivable from a Servant/True Leadership model? And what is the essence of Employee Experience (EX) for employee engagement and retention? Any ideas? Please share.

THE PSYCHOLOGY OF RESPECT

For those who undermine the value of respect in their organizations, choosing rather to look the other way or underplay the unsavory impact of disrespect as a cultural norm, Training Industry’s PSYCHOLOGY OF LEADING WITH RESPECT survey shows that culture of disrespect within organizations resulted in: 1. Decreased Productivity 2. Lost time 3. Additional Costs. My take is that discerning leaders will do well to courageously address norms of disrespect. They will as a result save their organisations from attendant and perhaps unintended but sinister consequences. Do look out as I share my thoughts on the subject of RESPECT in the workplace for the rest of the week! But meanwhile, you can watch snippet of my presentation on IMPACT OF RESPECT & CULTURAL NORMS IN AGILE at the Women in Africa Conference (WIA) 2022. https://lnkd.in/dJk6-eZx

Feedback Postures

For a very long time and for some inexplicable reason, I believed that feedback was a fundamental human right. So it rattled me un-end in scenarios where I expected feedback & it never came. With my line of work as trainer and facilitator, I have experienced a significant number of instances where program organizers would worry participants about session evaluations but did absolutely nothing with the information garnered much less convey to facilitators! As I grew older however, I had to let go of my beliefs around feedback. And where it really matters I would literally demand it. Over time, I have come to realize that not everyone is as vested in the idea of continuous improvement. Somewhere deep down inside though, I wish that they did care. Why? Because successful people, systems, start-ups, organizations & nations have consistently elevated the quality of value and service delivery largely because of the premium placed on harnessing feedback from service offerings ...

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