You may believe that effective leadership is getting more challenging as the world gets more digital. True in some aspects, but this evolution also provides us with many chances. In fact, leadership may be made more controllable. Change within a company may also become more participative.

COVID-19 has advanced pre-existing trends like as remote work, virtual meetings, and collaborative online workplaces, despite being an international tragedy in many respects. We’ve all had to become near-experts in digital cooperation very rapidly. Afraid? Don’t be that way. We’re all on the same team.

As the Customer Success Manager at Howspace, I’d want to share some of my greatest recommendations for driving change in your organisation with you. And, if you play your cards well, your company’s future will ensure that people feel appreciated, important, and engaged at all times.

1. Get rid of the hierarchy

Top-down directives and back-and-forth information exchange are insufficient for modern businesses to grow. Employees get a lot of relevant experience and information to consider in decision-making because of the high amount of delegated authority that exists in many firms today. Furthermore, when employees are involved, their jobs become more important since they become a part of the change process rather than an object of it, which increases incentive to contribute.

2. Participate in the journey’s creation.

There is no time to leave it to a select few to bundle their expertise and preach it to others, given the rapid rate of change, complexity, and instability that surrounds us. Leadership must shift its focus to facilitating procedures that bring people together to connect, discuss, and reflect. There is no such thing as a single truth; rather, there is a journey to be co-created.

3. Tailor your tactics to the situation.

Every setting, every shift, and every circumstance will be unique. As a result, there is no one-size-fits-all approach to transformation. When it comes to involvement and participation, it’s important to remember that we’re not leading a democracy when it comes to organisational reform. There will always be a component of someone making a strategic decision and establishing the course. Today, you can’t just run people over; you have to strike a balance between telling, selling, and involving people.

4. Lead by example while providing feedback.

It is critical to provide and receive feedback. Great listening skills are a trait shared by the finest facilitators and leaders. Doing is the finest way to lead. You must begin practising in order to become the sort of person who is comfortable and confident in delivering comments. Simply said, do it. Begin providing feedback and consider what it means to you and them. How can you provide feedback in such a way that the receivers feel good about themselves and confident in their ability to communicate with you openly in the future? Humans are hardwired to respond negatively to criticism. It has to do with our primal need to be a part of a group and not be left out. Don’t wait for someone to do anything unusual before providing nice remarks. Hearing something good about ordinary problems also makes individuals feel as though what they do is seen and matters.

5. Learn how to help others.

Facilitation is the process of assisting a group in achieving its common goals. A facilitator does not provide the proper answers to a group; rather, he or she is there to assist the group in finding those answers together. People support what they have made together as a consequence of a collaborative approach. It is preferable for a leader if employees have a sense of shared ownership of a change they need to make since the activity will be more likely to be completed. The best procedures are aided by someone who is unconcerned with the outcome. When we say “the contemporary manager facilitates,” we must keep in mind that the manager will not always be as objective as an external facilitator. You may already have an opinion on where we should go and what should be done as a manager. However, facilitation is a vital aspect of being a leader: asking the correct questions, listening, trying to understand, and moving the process ahead. Also, don’t just stomp on them with your arguments. Be receptive to the feedback you get, as well as the reality that your original perspective may differ from that of another person.

6. Consider your reaction.

You must build trust in order to engage or involve individuals in any type of change or growth. There will always be a power hierarchy between you and your staff, no matter how pleasant and open you imagine yourself to be. They could also have a history of low trust connections, which has nothing to do with you yet has an impact on your leadership. And it may have an impact on what individuals feel comfortable sharing with you. The way you respond to comments, inquiries, and ideas is crucial. In any circumstance. Whether it’s good or awful.

7. Recognise the distinction between discussion and “question and answer”

Dialogue is defined as a process in which both sides attempt to comprehend each other. Unfortunately, this is not always the case. Leaders preach about the need of discussion, but what this really means is that workers are able to express questions openly. In such instances, both sides may be tempted to defend their positions rather than strive to understand one other. If there has been genuine communication, both sides will feel that the other has made an attempt to comprehend their viewpoint. They’ve also learnt something from one another. This builds a trustworthy connection, as well as the benefit of improved mutual understanding.

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