The current exceptional situation exposes how frighteningly unimaginative many managers are and that they have a tunnel vision of how to shape cooperation. Take meetings, for example:
They know only one category of meeting – and hardly differentiate whether in the actual case it is about coordination, exchange, emotional check, collaboration and getting actual work done.
„Great groups ship“
– Warren Bennis
So far, they knew about only one category of holding meetings: sitting together.
They now know only one category of holding meetings: sitting together via video conferencing.
They know only one way of organizing meetings: one talks, the others listen (or don’t listen).
They only know one category of sharing in a meeting: one person says something, then the next person presents, the others fall asleep.
They know only one way of dealing with what they have heard: „Are there any more questions?“
Their definition of EQ or connecting with others is to make jokes („icebreakers“), or in these corona-times sharing the difficulties of video conferencing and home-schooling. While everybody may relate, this topic has worn off. And it did not require much effort.
Real connection requires more: people who belong and who feel that their belonging makes sense, is valued, and adds value. And how could this better be demonstrated in a work environment to experience that people’s work matter?
From tunnel vision to a new vision of digital (and analog) leadership
This tunnel vision of leadership has been of little help so far, the current situation exposes it dramatically.
At the moment it seems that virtual leadership means digital leadership to a large extent, because the analog, the physical has been reduced and we communicate mainly via digital tools. Still, us, leaders „as full-body-interventions“ still exist.
If we want to keep something when we return to the physical sphere, it should be a wise and mindful balance: which part of leadership takes place digitally, which analog?
And it will be even more worthwhile than today to ask some important questions:
When is the design of collaboration mainly communication, when is is collaboration?
How much of this ideally takes place synchronously, but when is asynchronous work more appropriate?
When is it about verbal, oral exchange? When is written exchange more helpful?
How do we build things together – documents, products, services?
How do we work together in the future? When do we see faces, when hands, when work?
In short: How do I really lead effectively?
Everybody runs around with half of an idea, we need others to connect, cooperate, communicate, collaborate, and complete.
Drop me a line and let’s chat: firstname.lastname@example.org
Please stay healthy – physically and mentally,