A Resilient Leader
The disruption caused by the pandemic has successful leaders on the verge of confusion. Deloitte review ‘Heart of resilient leadership’ has broken down key areas with n-number of lessons from history and insights from leaders on how to take appropriate action during a crisis.
There are five fundamental qualities of a resilient leader that defines who they are, and what they do across three critical periods: Respond, Recover and Thrive.
1. Design from the heart and the head
- Resilient leaders express empathy and compassion for human upheaval and they encourage a calm and methodical approach.
- Designing for the customer starts with understanding how they may have changed dramatically from what we have perceived before.
- Company’s purpose is where the head and heart unite it is never negotiable.
- Purpose cultivates engaged employees. It attracts loyal customers who will stick with you in a downturn. It helps to transform in the right way.
2. Put the mission first
- Launch and sustain a crisis command centre
- Support talent and strategy
- Maintain Business Continuity and financing
- Shore up the supply chain
- Stay engaged with customers
- Strengthen the digital capabilities
- Engage your business ecosystem
3. Aim for speed over elegance
- Collect as much as proxy data to support your decisions – so you are not flying blind.
- Encourage initiative and decision rights to all levels to come up with creative approaches to address unanticipated needs.
- Make sure the objective is clear and allowing flexible local autonomy.
4. Own the narrative
- Incomplete or conflicting communications can slow the response rather than providing better guidance
- Trust is paramount and the simple formula is
- Trust = Transparency + Relationship + Experience
- It is important to recognise and address the emotions of all stakeholders – it is not about chart and numbers.
- Narratives not only acknowledge the fears but also frames the opportunity that can be achieved by overcoming all the challenges.
5. Embracing the long view
- Anticipate changes in structural level and its lasting effects
- Shape strategies that shape the future of the industry rather than to adapt to it – be the Market shaper.
- Changes concerning structural aspects and markets prompt new business models.
Leaders, who can best exhibit clarity of thoughts, communicating from the heart and head, will inspire their organisation in positioning their brand in a better place and be prepared for any challenges or crisis.