Key leadership developments for HR to focus on in 2020 and beyond

MyPR: Key leadership developments for HR to focus on in 2020 and beyond:

A bit of unsolicited advice to business executives trying to explain why their company or their industry is suddenly in the soup: Please spare us the “perfect storm” metaphor. ~ Steven Pearlstein, Journalist

Each employee is in fact a leader, at the least of themselves. True, top and senior management carry a greater responsibility that accompanies the authority and reach but at the end of the day good leaders have a multiplier effect but poor leaders literally suck the life out of everyone and everything.

“Ignoring the development of leadership and management skills as a critical dimension moving into the Fourth Industrial Revolution,” says John Botha: COO of Global Business Solutions, “will result in the systematic destruction of the business.”

This is because of:

• A focus on self rather than the client
• The absence of empathy which is the foundation of EQ
• Disengaged staff
• A lack of innovation and agility in the face of change
• Poor ROI
• Reputational damage.

Often when businesses are in distress, it is not a result of a “perfect storm” of financial, technological and legislative conspiracy but rather poor leadership accompanied by average management.

No wonder then that The World Economic Forum’s (WEF) list of the top 10 skills for organisations to master in order to cope with rapid change and disruption include people management, emotional intelligence and service orientation. The ones in bold are the ones that have been trending most over the past five years (see below).

Three critical competency clusters required to navigate the volatile, uncertain, complex and ambiguous (VUCA) landscape are transformational leadership, human-centric problem-solving models and digital intelligence. Join us at BOOTCAMP FOR LEADERSHIP AND MANAGEMENT 2020 as we share how leading organisations are responding to this challenge by:

Understanding that you can not transform an organisation, but only the individuals in that organisation
Using design-thinking to solve complex problems
Designing EQ (emotional intelligence) and DQ (digital intelligence) competency assessment frameworks
Capacitating staff in the art of connection by virtue of ego-state awareness.

We will also share a quick overview of the workplace models that are emerging and what to expect from a labour law viewpoint over the next 3 years as NEDLAC grapples with serious matters such as retrenchments, severance pay, outsourcing, s197 transfers and a move to a 40-hour week. How to respond to this is crucial in designing the workplace and culture of the future.

Complex problem-solving
Critical thinking
Creativity
People management
Coordinating with others
Emotional intelligence
Judgement and decision-making
Service orientation
Negotiation
Cognitive flexibility

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