The pandemic did not stop companies from continuing to invest in the development of their leaders and managers. The programmes took on different forms and were delivered remotely in different formats but, after a necessary period of adjustment, they continued.<\/p>\n\n\n\n
In this context, we have consolidated the results of several hundred feedback<\/strong> 360\u00b0 tests conducted since spring 2020 and subjected them to a series of machine learning <\/strong>to answer a number of questions.<\/p>\n\n\n\n Firstly, what impact does the health crisis have on leadership? Secondly, are the attributes of leadership changing under the pressure of the situation, and which skills do they draw on first and foremost? Finally, are we seeing the emergence of a 'new' form of leadership, one that expresses itself differently from 'pre-Covid' leadership?<\/p>\n\n\n\n The analyses confirm the 'great classics' of leadership, such as empathy and listening, vision and results orientation. The distance resulting from teleworking<\/strong> naturally translates into a need for greater proximity, and the highest scores are awarded to those (managers and also experts) who know how to listen to and understand the motivations and situations of others. The ability to stay focused on priorities in an uncertain and anxiety-provoking environment is also a strength in the eyes of respondents. In addition to these \"must-haves\", there are a number of emerging behaviours that participants believe determine the quality of leadership.<\/p>\n\n\n\n This fundamental skill is expressed through a number of observable behaviours. Firstly, the the ability to explain things clearly<\/strong> decisions and actions and get people on board. The people with the best assessments of these issues know how to present projects in a simple way, and above all by making their teams aware of what the transformations will bring them. They discuss the issues openly and encourage people to identify opportunities rather than fear the risks. As one open comment put it, they help them to \"Moving from nostalgia for a world that no longer exists to hope for a better world\".<\/em>.<\/p>\n\n\n\n We note that these individuals are also known to be better at managing performance<\/strong>. They endeavour to set relevant objectives, explain the importance of the contributions made and ensure appropriate monitoring, \"Neither too much nor too little\".<\/em><\/p>\n\n\n\n This skill is a differentiating factor between individuals considered to be leaders and others. It is expressed through a number of behaviours demonstrated in relation to team members on the one hand, and other departments or entities within the organisation on the other. Available to their teams and capable of leading rituals even from a distance, these managers know how to maintain a close relationship with their team members. positive work climate <\/strong>and stimulating. They are particularly renowned for their ability not only to gather feedback but also to give it appropriately.<\/p>\n\n\n\n La cooperation<\/strong> with their peers is also one of their strong points: they do not obey any territorial logic, share information generously and discourage silos. This is all the more remarkable given that, since 2020, we have been observing a tendency for cross-functional relations to deteriorate, with managers spontaneously devoting more effort and time to their natural teams than to relations with their peers.<\/p>\n\n\n\n Finally, this ability to bring people together is reflected in a keen sense of community. recognition<\/strong> the achievements of others, and of employees in particular, through formal celebrations or individual or collective encouragement.<\/p>\n\n\n\n Leaders are also characterised by their ability to think differently and adapt to ambiguous and changing situations and environments. They are valued for their intellectual agility<\/strong> and situations and for their curiosity, which they manage to make contagious.<\/p>\n\n\n\n Unsurprisingly, they are also recognised for their role inprocessing agent<\/strong> by making others understand what change makes possible. When they are open to the unknown and to new things, it is easier for them to foster optimism and get teams to embrace change.<\/p>\n\n\n\n Of course, one swallow does not make a spring. Nevertheless, the health crisis has seriously shaken the foundations of the world of work, and indeed of the world as a whole. If these trends continue, we could well be witnessing the advent of a new post-Covid leadership.<\/strong><\/p>","protected":false},"excerpt":{"rendered":" La pand\u00e9mie n\u2019a pas fait renoncer les entreprises \u00e0 continuer \u00e0 investir dans le d\u00e9veloppement de leurs leaders et managers. Les programmes ont pris d\u2019autres formes, se sont d\u00e9roul\u00e9s \u00e0 distance avec des formats diff\u00e9rents mais, apr\u00e8s une p\u00e9riode n\u00e9cessaire d\u2019ajustement, ils se sont poursuivis. Dans ce contexte, nous avons consolid\u00e9 les r\u00e9sultats de plusieurs centaines […]<\/p>","protected":false},"author":5,"featured_media":654,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-653","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\nClassic\" skills that are still essential<\/strong><\/h2>\n\n\n\n
Ability to give meaning<\/strong><\/h2>\n\n\n\n
Ability to bring people together<\/strong><\/h2>\n\n\n\n
Agility and transformation<\/strong><\/h2>\n\n\n\n