The ability to effectively respond to a crisis or to lead change have long been considered leadership imperatives. However, change on the scale that organizations now face, combined with the strains of a continued global crisis, have many reconsidering their leadership needs.
According to a Learning and Development Roundtable study from Gartner, 60% of new managers underperform during their first two years, driving performance gaps and employee turnover across the entire frontline. This is dismal news for organizations. The good news, however, is that when your frontline managers are equipped with the leadership tools, training, and development needed to succeed this risk can be avoided.
Cultivating a diverse workforce is important and this notion is supported by economic trends and research. With many Atlantic Canadian regions experiencing population decline and the impact of the ‘brain drain’, as newly minted graduates head west, the topic of enhancing diversity within our organizations has moved to the forefront of talent management conversations.
There comes a time in every leader's career when they must let an employee go. It could be the result of restructuring or that the individual is no longer the right fit for the business needs. Whatever the reason, planning for a termination meeting can cause anxiety and loss of sleep for even the most experienced leaders. What should you say, or not say? How will the employee receiving the news react? How will you handle the transition of the employee’s responsibilities? What security precautions do you need to take?
Senator Wanda Thomas Bernard confidently eased into her topic when she addressed a crowded Halifax room at the 2020 International Women’s Day Breakfast. “Use your power to make a difference, leave an imprint, create a legacy. Having power and privilege isn’t a bad thing. It’s what you do with it that matters.”
The Senator’s comments drew enthusiastic applause but in smaller, more private rooms I hear the opposite from women leaders when the topic is politics and power. “It’s game playing”; “It’s uncouth”, “It’s degrading”, “It’s not who I am”.
Few would have predicted in March of 2020 the dramatic shift that was about to unfold in our workforces as a result of the global pandemic. When layoffs were announced by hard hit organizations, many expected increasing unemployment rates would offer employers greater choice of qualified candidates. However, fast forward to 2021 and we see a growing number of employers who lament at the increasing challenge to attract and retain the people and skills their organizations’ need.
As we head into Pride celebrations, many employers are motivated to reflect on their own journey towards a more diverse and inclusive workforce and their support of the LGBTQ2+ community.
As the details of Canada’s historical treatment of Indigenous peoples continue to be uncovered, we are reminded of the importance to question our beliefs about Indigenous history and people and the need to seek greater understanding.
This past year has been an unprecedented and unpredictable time for both individuals and organizations alike. Lockdowns around the world have forced leaders to scale back or shut down operations and reduce or restructure their workforce. Whatever the reason, letting an employee go is never easy, and if handled poorly, could have significant negative impacts on an organization including brand reputation, litigation, and the morale of remaining employees. It is crucial that companies have a career transition strategy during an employee departure.
Each day at KBRS and Meridia, we are reminded of the abundance of outstanding women who – through their leadership, contributions, and accomplishments –strengthen communities and organizations at every level.
We also recognize that, despite the great strides that have been made toward greater gender balance there is still much further to go.
