Resilient leaders stay focused on the horizon, anticipating the new business models that are likely to emerge and sparking the innovations that will define tomorrow. Resilient leaders seize the narrative at the outset, being transparent about current realities-including what they don’t know-while also painting a compelling picture of the future that inspires others to persevere. Resilient leaders take decisive action-with courage-based on imperfect information, knowing that expediency is essential. Resilient leaders are skilled at triage, able to stabilize their organizations to meet the crisis at hand while finding opportunities amid difficult constraints. Yet resilient leaders must simultaneously take a hard, rational line to protect financial performance from the invariable softness that accompanies such disruptions. Resilient leaders are genuinely, sincerely empathetic, walking compassionately in the shoes of employees, customers, and their broader ecosystems. In crisis, the hardest things can be the softest things. But regardless of the extent of the virus’s impact on an organization, we believe there are five fundamental qualities of resilient leadership that distinguish successful CEOs as they guide their enterprises through the COVID-19 crisis: We recognize that companies are in different phases of dealing with the outbreak, and therefore the impacts vary by geography and sector. We have pooled the insights of Deloitte leaders in affected areas around the world to provide practical insights for chief executives and their leadership teams in taking appropriate action. In the heat of the moment, there are a number of lessons from history that can be applied now. In the face of certain challenges and a still-uncertain set of risks, business leaders are rightly concerned about how their companies will be affected and what they have to do next. Explore more resources for resilient leadersĬonnect with our COVID-19 client PMO for help at more about connecting for a resilient world
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