Alliance for Leadership Acceleration

In the wake of the global pandemic, the world of work has undergone a profound transformation. As a leadership expert, I've observed this shift closely and have some thoughts and opinions to share. Let's explore what we've learned about leadership in this post-pandemic landscape and how it can shape a brighter future for organizations and their leaders.

Adaptability Reigns Supreme
One of the most striking lessons from the pandemic is the need for leaders to be adaptable. The old playbook no longer suffices in a world where change is the only constant. The pandemic forced organizations to pivot rapidly, and those with adaptable leadership thrived while others struggled.
Imagine a leader named Alex who, before the pandemic, stuck to rigid plans and strategies. When COVID-19 hit, Alex was unprepared, and the team floundered. Meanwhile, another leader, Sarah, had cultivated adaptability in her team's culture. She encouraged her team to embrace change, stay agile, and seek innovative solutions. Sarah's team not only weathered the storm but also found new opportunities in the chaos.

Empathy and Well-being Matter
The pandemic spotlighted the importance of empathy and well-being in leadership. Employees faced unprecedented challenges, from remote work to personal health concerns. Leaders who demonstrated genuine empathy and prioritized their teams' well-being fostered trust and loyalty.
Picture a leader named Chris, known for being task-oriented and somewhat aloof. During the pandemic, Chris took the time to connect with team members on a personal level. He asked about their well-being, listened to their concerns, and provided support where needed. This small shift in leadership style had a profound impact, as Chris's team felt valued and supported, leading to increased productivity and morale.

Remote Work Is Here to Stay
Remote work, once a rare perk, became the norm during the pandemic. As organizations now transition to hybrid or fully remote models, leaders must adapt to this new reality. This shift requires a different approach to leadership, one that focuses on trust and results rather than physical presence.

Consider a leader named Taylor, who initially struggled with the idea of remote work. However, Taylor recognized the need to trust team members and focus on outcomes rather than micromanaging their every move. This shift in perspective allowed Taylor's team to thrive in a remote environment, leading to increased productivity and a healthier work-life balance for all.
Communication Is Key Effective communication has always been essential in leadership, but the pandemic underscored its significance. Leaders who communicated transparently and frequently with their teams created trust and maintained a sense of connection, even in remote settings.

One leader we worked with named Jordan, recognized the importance of regular communication during the pandemic. Jordan held weekly video conferences to update the team on the organization's status and provided a platform for team members to share their thoughts and concerns. This open line of communication kept everyone aligned and engaged, even when separated by physical distance. Other leaders found it helpful to have a ‘daily huddle’ remotely to keep their team aligned and engaged.

Resilience and Preparedness
The pandemic taught us that leaders must be resilient and prepared for the unexpected. Crisis management became a core leadership skill as leaders navigated lock-downs, supply chain disruptions, and economic uncertainty.

Many leaders like Alex have never faced a crisis of this magnitude before. However, Alex had prepared for various scenarios, including a pandemic, by developing a crisis response plan and assembling a dedicated crisis management team. When the pandemic hit, Alex's organization was well-equipped to respond swiftly and effectively, minimizing disruptions.

In conclusion, the post-pandemic world has reshaped our understanding of leadership. Adaptability, empathy, remote work, communication, resilience, and preparedness have emerged as crucial elements of effective leadership in this new era. As we work with leaders in our LEAP-Leadership Acceleration Program and coaching them throughout the pandemic, we’re finding that leaders who embrace these lessons not only survive but thrive, shaping a brighter future for their organizations and their teams.

In the words of a wise leadership parable, "Just as a tree's roots grow stronger after a storm, so do leaders become more resilient and capable through the challenges they face." Let us all be those resilient leaders, forging a path to a better, post-pandemic world.

Greetings, fellow coaches and champions of leadership growth! As we navigate the dynamic landscape of coaching, each interaction presents a canvas upon which we paint transformational journeys. With our shared passion for cultivating exceptional leaders, it's imperative that we equip ourselves with the finest tools and practices.

Join me on this exploration as we uncover the art and science of coaching, empowering us to sculpt remarkable leaders, one coaching session at a time. My first best practice article, which I published on my company blog, was about 360-degree surveys and when not to use them.

I’m continuing the exploration with a deeper dive into best practices when using a 360-degree survey.

Best Practices When Using 360-Degree Survey Feedback
First: What is a 360-degree survey? Imagine a panoramic view of leadership insights—that's what a 360-degree leadership survey offers. It's like taking a comprehensive X-ray of a leader's impact from all angles.

This tool involves gathering feedback from not just leaders' direct reports, but also peers, supervisors and even leaders themselves. By compiling this multi-perspective feedback, a clearer picture emerges of strengths, areas for growth and overall effectiveness. It's akin to assembling the pieces of a puzzle to reveal a fuller picture of leadership potential.

Coaching a leader using a 360-degree survey requires a thoughtful and strategic approach. There are many reasons this type of survey could be the wrong tool and do more damage than good, so take care and choose wisely. That said, in many situations, 360-degree feedback is an incredibly powerful tool and one that I use often to support a leader’s growth and development.
Here are five best practices to consider and how I and my team achieve each of them.

1. Establish trust and confidentiality.
​Begin by assuring the leader that the 360-degree survey results are confidential and meant to foster growth, not criticism. Never use it as a "Performance Evaluation" tool. Create a safe space for the leader to discuss the feedback openly and with a curious rather than critical mindset.

One tool I always use at the start of the process is the "SARA model," which helps prepare for the emotional process that occurs when receiving feedback: Surprise, Anxiety/Anger, Resistance and Acceptance. I do this with the leader before sharing their 360-degree feedback and it really helps them prepare to receive and use the feedback to make improvements. Many times, clients have commented that they were glad I told them about the SARA response and that it helped them get to "acceptance," where they could use the information productively.

2. Always review results together.
I once had a coach tell me that she sent a leader her 360-degree feedback in advance of their meeting because the results were so intense, she wanted the leader to "deal with her emotions" before they met! I was horrified and dumbfounded that an executive coach would do that, so I always have my coaches sit down with the leader to review the survey results comprehensively. Never send the report/results to the leader in advance of the meeting.

Also, make sure the 360-degree survey instrument you’re using helps focus the discussion on both strengths and areas for improvement and reports the data in a way that is easy to understand. Discuss specific feedback patterns and anecdotes to provide context for the leader's understanding. Encourage them to reflect on the feedback and ask clarifying questions. Help them move through the SARA stages if needed.

Close the meeting with encouragement and a summary of two to three key development areas and ask the leader how they are feeling.

3. Set clear development goals.
Help the leader identify specific development goals based on the feedback received. These goals should be actionable, measurable and aligned with their role and responsibilities. Guide them in choosing areas where improvement would have the most impact on their leadership effectiveness.
I and my team provide our clients with a development plan "template" to help them think through these steps. I always recommend selecting relative strengths to make stronger rather than choosing their greatest weaknesses as development goals. Another framework or tool we use with clients is the KSS model—Keep Doing, Start Doing, Stop Doing—because it helps them focus directly on actionable behaviors that they can visualize doing.

4. Create an action plan.
Collaborate with the leader to create a structured action plan for achieving their development goals.

Break down each goal into smaller steps and define clear timelines. Use the KSS model. Determine the resources and support they might need, such as training, mentoring or specific projects that align with their goals. At this stage, I also ask the leader to circle back to the people who responded to their 360-degree survey to thank them for their participation and input, so these respondents know that their anonymous feedback was received and appreciated.

5. Schedule regular progress check-ins.
Schedule regular coaching sessions to track the leader's progress. These sessions are used to discuss challenges they're facing, celebrate achievements and make any necessary adjustments to the action plan. Provide ongoing encouragement and guidance to keep them motivated and on track. After six to 12 months, I do another 360-degree survey to compare and measure the results achieved from the coaching.

Final Thoughts
Remember that effective coaching is a personalized process, and the approach might need to be adapted based on the leader's personality, learning style and the specific feedback they received. The ultimate goal is to support the leader's growth and help them become a more effective and impactful leader within the organization.