As the world begins to 'open up', people are showing up at their workplaces with varied experiences in relation to the pandemic and the impact it has had on their finances, relationships, physical and mental health. The intensity of the impact is completely disparate based on the individual's resources & access coming into the pandemic.
This has led to a workforce that is demanding wellness, socio-politically divided, partially traumatized, and is clearly chasing purpose while making big decisions.
Leaders that embrace this moment of change and learn new paradigms of business, including the skill of leading through a lens of empathy, will see their teams reconnect, restore and eventually thrive.
The collective trauma we are going through is not only limited to individuals, but also apparent in businesses across the world. Post-traumatic-stress symptoms are clearly visible in our organizations through leaders who are aggressive, egotistic, or insecure; a workforce that is scared, uncertain, or unusually submissive; a denial strategy hidden behind the "business as usual" chant; and an overall culture of apathy across entire organizations.
We believe that this “new day, new problem” world that we are currently navigating requires us to identify and empower the problem-solvers in our teams. Secondly, we need to alter our perspective to grow through this collective corporate trauma by acknowledging the stress in our organizations, but lead the organization through the lens of "post-traumatic growth" - which has its roots in empathy, relationships, gratitude, education, problem-solving, and service.
This has led to a workforce that is demanding wellness, socio-politically divided, partially traumatized, and is clearly chasing purpose while making big decisions.
Leaders that embrace this moment of change and learn new paradigms of business, including the skill of leading through a lens of empathy, will see their teams reconnect, restore and eventually thrive.
The collective trauma we are going through is not only limited to individuals, but also apparent in businesses across the world. Post-traumatic-stress symptoms are clearly visible in our organizations through leaders who are aggressive, egotistic, or insecure; a workforce that is scared, uncertain, or unusually submissive; a denial strategy hidden behind the "business as usual" chant; and an overall culture of apathy across entire organizations.
We believe that this “new day, new problem” world that we are currently navigating requires us to identify and empower the problem-solvers in our teams. Secondly, we need to alter our perspective to grow through this collective corporate trauma by acknowledging the stress in our organizations, but lead the organization through the lens of "post-traumatic growth" - which has its roots in empathy, relationships, gratitude, education, problem-solving, and service.
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