Effective leadership in crisis

by Krishna Chodipilli | Feb 7, 2023 | Leadership And Management

Once again, we are looking at a very uncertain and unsettling future. These are unpredictable times. We face a recession – a crisis in itself. But it comes on the back of the global COVID-19 pandemic, an unprecedented public health crisis and its implications. Just as introducing a coronavirus vaccination seemed to be lessening the healthcare crisis, we saw the war on Ukraine begin. Add to that some questionable decision-making that led to a cost-of-living crisis, frontline workers striking, and natural disasters wreaking havoc. We are undeniably in times of crisis.

What is crisis leadership?

Successful business leaders are praised for their vision and communication skills. Visionary planning is an admirable leadership skill driving an organization toward its goals. However, in times of crisis, a clear vision is less valuable.

Influential leaders must adopt crisis management strategies – reassurance, resilience, clear thinking, and uniting team members. In a crisis, the best leaders need an action plan for holding or containing the situation (according to the Harvard Business Review). Their good communication skills are still crucial in crisis response. They can interpret and convey what’s happening to stakeholders. But instead of looking at a big-picture vision, crisis leaders need to focus on a more short-term response plan.

What are the significant factors in crisis leadership?

Trained soldiers are accustomed to operating under conditions of extreme uncertainty and risk. It is known that not a single mission shall go as per the plan. We know planning is essential, but adapting the plan with new learning is much more critical.

How do soldiers develop this resilient mindset? What kind of leadership style enables them to be so determined? How do they create psychological safety confined in a bunker or trench? How do they tame chaos?

Here are ten attributes of military leader that makes them persevere in facing the odds:

1. Fear is contagious: Military leaders, irrespective of rank or service, are trained to distinguish between the hope of success and fear of failure. They, too, have doubts and apprehensions but are aware that anxiety is highly contagious. Their crisis communication needs to negate feelings of unfounded fear.
2. Invest in relationships: The investment in building ‘esprit de corps’ during ‘peacetime’ pays rich dividends during the conflict. Each soldier is exceptional and shares a personal bond with their leaders in the chain of command. These relationships improve well-being and are a motivating source.
3. Value empathy: “Empathy without sympathy is dangerous; sympathy without empathy is blind.” A leader who sympathizes with his troops in a crisis has killed the warrior in them. Emotional intelligence will help leaders to operate from the cognitive function of Empathy, not the emotional charge of Sympathy.
4. Ordinary people, extraordinary results: Seemingly normal people display acts of bravery and astute courage during times of crisis. This is because a military leader knows that every person is a warrior, irrespective of their role, position, or status. The leader allows team members to take that leap of faith and calculated risks.
5. Avoid being popular: Popularity is for the masses (think social media followers, for example). Military leaders do not lead random groups of people; they show skilled professionals. In a crisis, your popularity doesn’t matter; your competence does.
6. Be honest: Tough times call for authentic communication and straight talk. Military leaders use their communication channels to convey the harsh realities of the immediate future through detailed personal briefings and carefully crafted written orders. They believe in being brief, concise, and to the point, leaving no room for doubt or concern. Clear communication leaves no room for interpretation. This builds trust and leadership credibility.
7. Ration thoughts and feelings: The impact of a careless word uttered in a highly emotionally charged scenario can be hazardous. Military leaders are mindful of their personal views and opinions and seldom let them be known to others. They honor the rank and will not sully it with careless and irresponsible behavior.
8. Stand for the unit: The military has little respect for individual acts of bravado and heroism. However, it respects those who stand unwavering for their teams and departments. Taking a stand for others first, always, and every time is the only mantra for every military leader.
9. Live the present: Military personnel does not know how to quit. They do not get disappointed by past events or potential future crises. They operate from the present moment. They are accustomed to failing since that is the only way they get to succeed. They live the outcomes they visualize, each moment, each day. They never wait for the future. It concerns the present moment and how to wrestle the best out of it.
10. Train hard: “The more you sweat in peace, the less you bleed in war.” This adage is drilled into the DNA of every military personnel during training. The training is vigorous, unsettling, and severe, but with a purpose. Every military leader knows that a day in peace wasted is a week of regret in combat.

The army is a time-tested organization that operates in VUCA conditions as a routine. For them, uncertainty is reality. They do not give in to unsolicited information, false misrepresentations, and self-doubt. They have robust processes and values. They follow a common ideology. They consider upholding human values and preserving humanity as their primary mission. 

We are now facing a crisis of recession that follows hot on the heels of the COVID-19 crisis. Our future is still being determined. Let us learn from the best leaders in the armed forces, from their spirit of resilience and courage. Let us not fuel conflict by reacting to perceived knowledge rather than fact. Let us not create chaos and conflicts inside our heads. Let us not allow circumstances and conditions to overcome us, our families, and our organizations. Let us allow the warriors in us to emerge. This is the perfect time for that. Each of us owes this to our people and our country.

 Contact our knowledgeable team to find out more about effective leadership in crisis.

Workplace Mediation Guide – How To Resolve Disputes

by Krishna Chodipilli | Dec 14, 2022 | Agile Coaching, Leadership And Management

At some point in our careers, we will all face conflicts with a coworker. Workplace mediation can help resolve the issue before it becomes a bigger problem, whether it’s a minor disagreement or a full-blown argument. Workplace mediation services is a process where an impartial third party (the mediator) helps employees involved in a conflict to communicate and find a resolution. The professional mediator does not take sides or decide for the employees; instead, they facilitate communication and help the employees reach their agreement.

If not addressed, workplace conflicts can flare up and worsen, leading to grievances, disciplinary procedures, or employment tribunals. Mediation services avoid these more formal and expensive paths by guiding participants to mutually acceptable solutions. If you’re facing a conflict at work or workplace issues, read on to learn more about this process and how it can help. We’ll cover what mediation is, how to prepare, and what to do during and after the joint meeting.

What is mediation?

Workplace disputes are inevitable. But, with the help of mediation, one can resolve quickly and efficiently.

Mediation is when two or more parties meet to resolve their differences. The mediator’s role is a neutral third party who facilitates communication and helps the parties reach an agreement.

The goal of mediation is to reach a resolution that is mutually acceptable to all parties. It is a voluntary process, meaning all parties must agree to participate.

Mediation is used to resolve a variety of workplace disputes, such as disagreements about job duties, salary, or benefits. It can also be used for conflict management between coworkers.

The mediation process usually begins with an opening statement from the mediator. The mediator will then ask each party to state their case. After both sides have been heard, the mediator will facilitate discussion and help the parties find common ground. The mediator may also make suggestions for resolution.

Once an agreement is reached, the mediator will prepare a written contract that all parties must sign. This agreement will outline the terms of the resolution and how it will be implemented.

Workplace conflict

Workplace conflict is an inevitable part of any organization. Conflict can negatively impact productivity and morale, whether a personality clash between two employees or a dispute over a work process.

While it’s not possible to eliminate all workplace conflicts, mediation can be an effective way to resolve disputes before they escalate.

Workplace mediation can be used to resolve a wide variety of issues, including but not limited to the following:

• Personality conflicts
• Communication problems
• Workload disagreements
• Conflict over work processes or formal procedures

People often struggle with workplace mediation because they don’t know what to expect or how to prepare. It can be intimidating, especially if you are inexperienced in conflict resolution.

For some, it is hard to speak up for themselves and express their needs during mediation. It can make it challenging to reach a satisfactory agreement for both parties.

If you’re facing workplace conflict, consider enlisting the help of a mediator. A mediator can help you and the other party to identify the conflict’s source and brainstorm potential solutions. With the help of a mediator, you can find a resolution to which everyone can agree.

What emerges during mediation?

During mediation, the parties can share their perspectives on the dispute and understand the other party’s perspective. The mediator helps the parties identify their common interests and goals and brainstorm possible solutions. The mediator does not make decisions for the parties but helps them reach their agreement.

If the parties can reach an agreement, they will sign a mediation agreement that sets forth the terms of the resolution. If they cannot reach an agreement, they may continue to try to resolve the dispute on their own or through another process, such as arbitration or litigation.

The advantages of an workplace mediation

An informal approach to workplace mediation can have several advantages over a formal process, including the following:

• It can be quicker and more cost-effective than going through the formal grievance or disciplinary process.
• It can help to improve communication and reduce relationship breakdown between employees whilst keeping the matter confidential
• It can help to resolve disputes before they escalate into more significant problems.
• It can help reduce management times
• It can also increase employee satisfaction and reduce absenteeism
• Avoid potential negative publicity associated with litigation.

How can workplace mediation help?

Workplace mediation can help resolve disputes between employees or employees and their line managers. By facilitating communication and providing a structured process for discussion, mediation can help parties to identify the root causes of their disagreement and find a way forward.

Use mediation as an effective tool for addressing conflict in the workplace because it:

• Encourages open communication:

By creating a safe and neutral space for discussion, mediators can help parties feel more comfortable communicating. It can lead to a better understanding each other’s perspectives and needs.

• Facilitates problem-solving:

Mediators will work with parties to help them identify the root causes of their conflict and explore potential solutions. It can prevent disagreements from escalating into more significant problems.

• Confidential process:

Mediation is confidential, meaning any information disclosed during mediation cannot be used in future legal proceedings. It can improve employee relations and encourage employees to be more open and honest about their concerns.

• Is voluntary:

Mediation is voluntary, unlike other dispute resolution processes, such as arbitration or litigation. It means that both parties must agree to participate in mediation.

When can mediation be used?

Mediation can be used at any stage in the dispute resolution process. It is used early on to resolve disputes before they escalate into more serious conflicts. Mediation can also be used after more formal methods, such as arbitration or litigation, have failed to resolve the dispute.

When mediation may not be an ideal solution

Mediation may not be an ideal solution in the following situations:

• There is a history of violence or threats of violence between the parties.
• The parties are not willing to communicate with each other directly.
• One of the parties is clearly in a position of power over the other party.
• The dispute is about something that is not negotiable.

Utilizing mediation at various stages of a disagreement

Mediation is used at various stages of a disagreement to resolve the issue. Very early in a conflict to prevent the problem from becoming a formal grievance. Once tempers have cooled down, they can also be used later in a dispute to try and reach a resolution.

In the early stages of a disagreement, mediation can help to prevent the issue from escalating. It allows both parties to air grievances in a safe and controlled environment by following grievance procedures. It also allows them to devise a mutually agreed-upon solution that satisfies both parties.

In the later stages of a disagreement, mediation can still help to resolve the issue. It allows both parties to discuss their feelings and needs in an unbiased setting. It also allows them to reach an acceptable resolution for both parties.

Facilitation skills

There are several essential skills that you will need to develop to facilitate difficult conversations:

1. You will need to be an excellent communicator, both verbally and non-verbally. It means being able to clearly express your thoughts and feelings, as well as being a good listener.
2. You will need to build rapport quickly with those involved in the dispute. It consists in establishing trust and understanding between parties.
3. You will need to be able to manage difficult emotions such as anger and frustration.

A step-by-step guide to mediation

The first step in mediation is to meet with the mediator. This process is done in person, over the phone, or online. During this meeting, you’ll discuss your issues and what you hope to achieve through mediation. The mediator will then explain how the process works and answer any questions you have.

Next, you’ll meet with the other side of the dispute (the other employee, your boss, etc.). The mediator will facilitate this meeting, helping both sides air their grievances and propose possible solutions. It’s important to remember that mediation is voluntary, so both sides must agree to participate and be open to compromise.

Once there is conciliation, the mediator will prepare a written document detailing the terms of the contract. This document is signed by both parties and becomes binding.

Resource planning for internal mediators or external mediators

When two employees have a dispute, it can be helpful to bring in an external mediator to help resolve the issue. However, before you can do that, you need to plan for the mediation. It includes identifying the goals of the mediation, scheduling a time and place, and preparing any materials required.

If you bring in an external mediator, you will also need to decide how to pay for their services. Many organizations have a budget for workplace mediation, but you may require approval from upper management if yours does not.

Once you have all the necessary approvals and funding, you can reach out to potential mediators. When choosing a mediator, it is essential to find someone who is impartial and has experience mediating similar disputes. Once you have selected a mediator, they will work with both parties to help them resolve.

Management training for resolving disputes

Management training is a process through which managers (including human resources) learn how to resolve disputes between employees effectively. This type of training can be essential in preventing and resolving conflict within the workplace. By learning to mediate disputes, managers can create a more productive and positive work environment for all employees.

Various management training programs are available, tailored to any organization’s needs. These programs can teach managers the skills and techniques necessary to resolve disputes. In addition, management training can also provide managers with the knowledge and tools required to prevent conflict from occurring in the first place.

By investing in management training, organizations can ensure that their managers have the skills and knowledge necessary to resolve disputes and effectively create a positive work environment.

Implementing mediation within the workplace

• If you decide that mediation is suitable for your workplace, there are a few things you need to do to implement it:
• Choose a qualified mediator: The mediator should be impartial and have experience dealing with workplace disputes.
• Train managers and supervisors: Managers and supervisors need to be trained in identifying potential disputes, referring team members to mediation, and how the mediation process works.
• Communicate the policy: Employees need to be aware of the mediation policy, how it works, and their rights. This can be done through posters, employee handbooks, or training sessions.
• Set up procedures: Procedures should be established for referring disputes to mediation, conducting the mediation, and following up after mediation.

Key points on workplace mediation

1. Workplace mediation is a process that can help resolve disputes between employees.
2. The mediation process begins with each person telling their story separately. The parties involved are then brought together to meet face-to-face. Mediation gives everyone an equal opportunity to speak and explain their point of view. Brainstorm mutually beneficial solutions, and then summarise the agreement once both parties have agreed on one.
3. Mediation can help improve communication and understanding between employees and can prevent disputes from escalating.
4. If you are experiencing a disagreement at work, consider asking your employer if they offer workplace mediation.
5. Mediation is confidential and can be conducted by an impartial third party.
6. Mediation can help you reach an acceptable resolution for both parties involved in the dispute.

Employers’ reference and guidelines

If you are an employer, you may find yourself in a situation where you must mediate a dispute between two employees. While this can be a challenging task, there are some things you can do to make the process go more smoothly.

First, it is crucial to understand the different types of disputes that can occur in the workplace. These include personal conflicts, disagreements about work tasks or procedures, and power struggles. Once you have identified the type of dispute, you can begin to develop a mediation plan.

A few key elements should be included in any mediation plan:

1. All parties must be given a chance to air their grievances. It means that each person can speak without interruption from the other party or you.
2. All parties must be willing to compromise, making some concessions to reach an acceptable agreement with everyone involved.
3. It is essential to have realistic expectations for the outcome of the mediation.

It means understanding that not every conflict can be resolved and that sometimes the best result is simply reaching a mutual understanding.

If you follow these guidelines, you will be well on your way to successfully mediating a workplace dispute.

Conclusion

If you find yourself in a dispute at work, don’t despair. With the help of a workplace mediator, you can resolve the issue and get back to business. By following our guide, you’ll be able to increase the success rate and reach a fair resolution for both sides. With mediation, there’s no need to let disputes ruin your working relationships. Contact us if you would like further support.

What are the different types of leadership styles that managers can use?

by Krishna Chodipilli | Nov 21, 2022 | Leadership And Management

Leadership is critical to an organisation’s success. It has a direct impact on the overall efficiency and performance of the organisation, and whether or not it can achieve its strategic leadership goals. This article intends to briefly define different types of leadership roles and its common styles.

What’s the difference between leadership and management?

Leadership is not about the seniority or one’s position in the hierarchy of an organisation, nor a job title. The view that a few people at the top can provide all the leadership needed is absurd. Leadership is not about personal attributes or charisma, it’s about behaviour. Effective leaders with good communication skills are desired from people at all levels of the hierarchy.

Most importantly, management does not equate to leadership. They are two different functions that serve distinctive purposes. Management is a set of processes through which an organisation produces products and services to its clients consistently, such as planning, structuring work, resourcing roles, measuring performance and solving problems. It is important to the operations of the business, but it is not leadership. A good leader focuses on the corporate vision (the big picture) over short-term issues. Visionary leaders need to obtain buy-in from people and empower them to deliver the changes necessary to achieve the vision.

Defining leadership

With the appreciation of what leadership is not, let’s try to figure out what it is. Below are some of the views which I found relevant:

“Leadership is influence – nothing more, nothing less.”

– John Maxwell

“The only definition of a leader is someone who has followers.”

– Peter Drucker

“Leadership is the capacity to translate vision into reality.”

– Warren Bennis

“As we look ahead into the next century, leaders will be those who empower others.”

– Bill Gates

What is leadership?

I reckon leadership is all of these, and here is an attempt to define it:

Leadership is a process of social influence, which empowers people and maximises their efforts towards the achievement of a common goal.

Whilst the definition of leadership may vary from individual to individual, the key elements of leadership are evident:

• Contains a vision or an intended outcome
• Motivates and empowers people to deliver
• Stems from social influence, not authority or power
• Requires others or followers
• Can have different styles and paths

What are the most common leadership styles?

Leaders have their common leadership styles, and they may exhibit different leadership approaches according to the particular scenario (situational leadership) to achieve the best results. There are quite a few studies on styles of leadership and I believe they can be broadly categorised into the following categories: autocratic, paternalistic, participative, delegative, agile and transactional.

What are the types of leadership styles that managers can use?

Autocratic leadership: autocratic leaders dictate policies, procedures, what’s going to happen and how. Team members aren’t involved in the decision-making process. It’s a one way, authoritarian dialogue. An autocratic leadership style ensures complete control by the leader with micromanagement and little or no autonomy for workers. They are often charismatic leaders and hold all the power.

Paternalistic leadership: also known as parental leadership, this style of leader treats the team like a family. The leader is the decision-maker, the authority figure and the definite head of the organisation. This style of leadership engenders trust and loyalty from the group members. The paternalistic business leader encourages developing new skills and for employees to work towards the good of the company.

Participative leadership: this style of leadership is inclusive whereby team members are invited to participate in decision-making processes. It’s a more democratic leadership style with all voices being heard and encouraged to share views. These democratic leaders tend to have higher emotional intelligence and a consideration of employees’ wellbeing.

Delegative leadership: this is a hands-off or laissez-faire leader who trusts their team members to do their job with minimal interference. Laissez-faire leadership can be an effective leader strategy with experienced, competent teams who certainly don’t require micromanagement.

Agile leadership: this type of leader focuses on adaptiveness, pacesetting and removing obstacles to change. They encourage collaboration between team members, commitment from individuals and need effective communication skills. It’s similar to transformational leadership as the focus is on being dynamic, adaptable, self-motivated and facilitating change. They’re likely to be a coaching leader as well as transformational leader with that agile mindset.

Transactional leadership: the transactional leader believes in motivation and provides incentives. This rewards-based style of leadership involves clear goals being set and efficient processes to follow. There’s a sense of give and take – the employee gives strong performance and takes a reward for achieving a business goal.

The different leadership styles vary significantly in terms of leadership authority, decision-making processes and employee empowerment, from self-serving to serving others. The chart below captures the key characteristics of each different type of leadership style:

Servant leadership: Among all the types of leadership styles, servant leadership is regarded as the most authentic style of leadership. A servant leader listens to different opinions and perspectives, supporting employees to unlock their potentials, promoting collaboration and trust in the workplace, and improving innovation and overall performance. It encourages team members to be self-motivated, participating rather than simply following instructions (autocratic leadership). Servant leadership is an important leadership skill set that does not only help us to build better organisations, but also enable us to become better selves and build better communities surrounding us.

In summary, leadership has a great influence on an organisation’s success or downfall. Good leaders motivate and empower employees to create innovative solutions and achieve the organisation’s strategic goals. Leaders can adopt different leadership styles and it is advised that servant leadership can enable them to improve organisation performance.

What is Business Agility?

by Krishna Chodipilli | Nov 14, 2022 | Leadership Tribe

What is the benefit of business agility?

The true definition of business agility is a company’s ability to adapt and respond in a dynamic marketplace. However, that should not come at the expense of business stability, as for the majority of companies, success depends on having both. Of course, business agility is required to be able to react as quickly as any given industry changes, but it’s the stability of a company that provides the necessary platform that provides the anchor that underpins its agility.

Business agility: understanding the concept

To use an analogy, agility is the antithesis of fragility. That’s because when you put sufficient stress on something fragile, it either loses any strength it had or it breaks completely. Conversely, if something is agile, it has sufficient flexibility to ‘roll with the punches’ and bend with any changes that occur within any given sector. Therefore, for a business not to be fragile and unprepared for what the future brings, it needs to be agile enough to gain a competitive advantage from situations that other, less agile organizations fear.

An agile mindset is constantly problem-solving and iterating change. Using an agile framework will transform an entire organization, from the key stakeholders and senior management to project management leaders and all team members (be that a software development team, a marketing team, a human resources team or any other function).

What are the features of business agility?

So, what exactly are the qualities required for a business to be able to call itself agile? For a company to be able to accurately described as an agile organization, it needs to be able to:

• React quickly, flexibly and decisively to customer needs and demands (having a customer-centric focus)
• Adapt rapidly, both externally and internally to market changes
• Provide leadership for change in a cost-effective manner that does not affect product or service quality (effective product management)
• Be in a near-perpetual state of competitive advantage

Typically speaking, companies that fall into the agile business category are those that adopt the agile ways of working, agile practices and value stream throughout its workforce and hierarchy. This results in favourable outcomes being achieved through the resilience of the individuals within an organisation, allowing them to work as a single cohesive unit that has the same shared goal. Instead of silos, collaborative and cross-functional teams work together. Team members are self-organizing, communicative and open.

Why adopt agile practices?

There aren’t many things in life or business that are certain, but change is one of them. Once untouchable companies that have been at the very top of their respective trees for decades are being challenged by disruptors willing to embrace new technology, initiatives, methodologies and operating models.

The future is unpredictable and standing still is effectively moving backwards. Business agility is not just desirable, it’s vital. Agile transformation keeps a business competitive, current and able to adapt. Adopting agile ways of working will transform your business model, your decision-making processes, your product development and the ways your team members work and interact. It will change your business environment, team work and user experiences entirely.

We can sum up this whole concept in just once sentence – do you want your organisation to remain relevant and still exist in 20 years? If the answer is yes, then business agility has to be the operating model strived for sooner rather than later.

Everything else is a mere footnote.

Learn more about how to create an effective business environment and enterprise agility