What Should Team Management and Leadership Be Like in Workplaces After Normalization?

How should team management and leadership be in workplaces after normalization?
How should team management and leadership be in workplaces after normalization?

As part of the measures taken during the fight against the global epidemic, workplaces remained closed for a long time. Many corporate cultures have been affected by remote working practices, and team management has become difficult. Now, with normalization, new tasks await the company executives, who had to manage their dwindling teams, changing costs, and unpredictable crises. During the return to normal, when leadership skills such as job preparation and motivation are required, Executive Coach Pelin Narin Tekinsoy made suggestions on effective leadership and team management.

The pandemic period we are going through and the new normalization practices have many effects in business life as well as in daily life. Managers with good leadership skills are needed more than ever for individual and team success in the workplace. Executive Coach, Writer Pelin Narin Tekinsoy stated that returning to the world order before Covid-19 would be a failure in management and company policies, and that a much better point should be targeted by developing features such as resilient leadership and acting with the new crisis management understanding that we learned by experiencing what needs to be done in this process. . He made the following recommendations to people who want to lead well:

Those who can lead resilient will win.

We now have the chance to apply features such as working with limited opportunities, limited communication, correct use of resources, and the ability to tolerate more in our daily life, family and business life, in the new order. These are skills that will take companies and teams further than ever before. Trust, on the other hand, is in four different dimensions among stakeholders; it is nurtured and built, physically, emotionally, financially and digitally. The containment process has also increased stakeholder awareness in these four dimensions, which offer more opportunities to build or lose trust. Now is the time to look outside to lead resilient, to dream of a successful future, and to energize teams by embracing trust.

New managerial trend: multi-development and cross-training, not specialization

Although it has been popular and recommended to specialize in one subject in the last 30 years, multiple areas of specialization have emerged with the pandemic. Managers with knowledge and experience in different subjects were more needed. Although it may seem safe in the workplace to specialize in a subject, it is important to have information on different subjects in order to distinguish the future of the company and the competitors. Executive Coach Pelin Narin Tekinsoy, Rönesans Citing Leonardo Da Vinci, who came to the fore during his period, as an example, he underlined that he was not only a painter, but also an example of success, having expertise in different fields such as a philosopher, architect, engineer, anatomist, mathematician, sculptor in the difficult conditions of that period. He stated that under the conditions of the current period, people who have good leadership skills and have developed themselves in different fields will carry their teams, the company and the institutions they are affiliated to much further.

Leadership skills to have

The leader is a natural relationship builder and the person who will easily provide the dynamic in the organizational structure. That invisible energy called team spirit starts right here. This person has the ability to evaluate events not from a single direction, but through a large window that will see the whole, or with an external eye looking from above. He sees the possible risks beforehand and takes precautions. Prepares the whole team mentally and spiritually for the situation they are in. Although there is always a plan B, it can also develop plans C and D depending on the situation. He understands possible disagreements and knows how to overcome them so that the team can work in a coordinated and harmonious manner. He is a good observer. It does not stick to gossip, it has a high detection ability and moves in the direction of its target. Therefore, besides keeping the motivation of the team high, it is his responsibility to ensure the sustainability of the works. The most important leadership skill here is the relationships that leaders establish with employees. The relationship of the individual with himself and with others is always the most important point in process management.

How will the leaders carry out the new normalization process?

Trying to complete a job with the prolongation of the closed time and the gradually decreasing number of employees creates stress and internal anger. For this reason, leaders should work on stress management and anger control. In this process, it is important to do not only save the moment, but also work that is sustainable. This is possible by executing the mind, logic and consciousness triangle. This part keeps leaders open to criticism and gives them room for improvement.

Leaders must show that power is their natural state. Appearing strong even without doing anything brings acceptance, and this is typical of charismatic leaders. Instead of the necessity of always having an answer to be given, trusting the team and giving the most correct answer based on the solutions found together brings a more natural power.

Studies on the new leadership approach show that;

An article by Rainer Strack, Senior Partner and Managing Director of The Boston Consulting Group (BCG), one of the world's leading management consulting firms, and his team focuses on leadership that combines empathy and adaptability, bringing together the three key elements of head, heart and hands. Executive Coach Pelin Narin Tekinsoy stated that the "head" in this research refers to imagining the future and determining the priorities needed to be successful, the "heart" to inspire and empower employees, and the "hands" to be innovative and agile talent management; In the new era, he recommends leaders to use their imaginations, set priorities, be a source of inspiration, follow innovations and even lead and manage talents well.

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