The world is changing at an accelerated pace with volatility, uncertainty, complexity, and ambiguity being the new normal. Whilst natural and manmade disasters plague the world, consequences abound in the way we work, should work, or could work in the future.
What’s more? stress and burnout have reached epidemic and unprecedented levels. The phenomenon is global; individuals, teams, businesses are required to do more and more with fewer resources at an accelerated pace. Not only are individuals expected to get on board with the new technological advances in the way work is done, new familial and societal changes too are shaping the “how” and “way we work”. Yet, amidst all this chaos the need for agility and high performance remains high.
Individuals are required to be resilient and psychologically flexible for business continuity, sustainability and growth whilst also playing multiple roles at home and at work.
At the individual level leaders are confronted and challenged with their own biases in thinking and behaving which calls for additional levels of consciousness, focus and concentration. And at a team or organizational level leaders are looked upon for sound advice in aligning and planning for business continuity and sustainability by their employees or followers. Furthermore, extreme decisions that impact business operations and redundancy of employees are incumbent on leaders which only heighten emotions of helplessness, guilt, shame, and fear. After all, leaders are human too and being a leader should not come at the expense of their wellbeing!