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Hi everyone, here’s what we have for you this week:
How do you bring creativity to how you work with your team? In this week’s episode of The Everyday Leader, Chipo Phiri from UpEnergy Group in Zambia shares about how leaders have been emboldened to be more creative on how they run teams.
Managers can’t do it all. According to a new Harvard Business Review article, the new normal of remote and hybrid works requires a rethinking of the manager role.
Read on for more details…
Screening your potential new employers for values fit, understanding the demographics of your team and how leaders have been emboldened to become more creative
Here are a few highlights from the conversation with Chipo:
Screen your potential employer and team for values fit to avoid uphill battles later on: Having worked in Talent roles for the past 10 years, Chipo makes sure she interviews the leaders she’ll be working with to make sure they see employee engagement in the same way she does. As a result, she hasn’t found herself needing to fight for HR to be seen and valued within the organizations she’s worked for.
Understand the demographics of your team to make sure you’re providing for their needs: Even if staff enjoy their job, the team, and the mission, if their needs are not being provided for or the benefits are not competitive enough to allow them to achieve their personal goals related to education, family or wealth, they will eventually leave. Chipo has witnessed this a number of times, and makes sure she works with leaders to help them make important decisions based on the composition of their team to a level of detail only easily known from an HR perspective.
Leaders have been emboldened to be more creative on how they run teams: Adapting to remote work showcased the resiliency of teams and business models. Leaders saw how they were able to identify and implement quick changes, and by using change management best practices, they can continue to rapidly innovate even beyond the impact of the pandemic.
Managers Can’t Do It All
According to a new Harvard Business Review article, the new normal of remote and hybrid work requires a rethinking of the manager role. Diane Gherson and Lynda Gratton outline how 4 key workplace shifts in recent years - process reengineering, digitization, agile, and flexibility - have altered managers’ responsibilities in three key ways - power, skills and structure. They explore a range of examples from global companies on how managers’s roles are being redefined, or even split in come cases.