Professor Fong also emphasised the fluid nature of
leadership, and how in a major emergency, his role as the specialist doctor in the air ambulance is only one part of the operation. “We talk often about leadership but rarely about
followership,” he explained. “These systems are large, distributed, complex systems where nobody knows everybody else’s job. Leadership must become a distributed function. When the bell goes in the hangar and we walk out, I am not leading the crew; the pilots are leading because they control the technology most likely to harm us in the next 10 or 15 minutes. “When we land, my paramedic leads the team
4. LEADERSHIP, CULTURE, INCLUSION & WELLBEING BECOMING INTERCONNECTED Wellbeing and leadership strategy increasingly overlaps with diversity, equity and inclusion (DEI) initiatives. Research shows that employees who feel excluded or treated unfairly report significantly poorer wellbeing and engagement. Key organisational trends include:
• inclusive leadership training • psychological safety programmes • equitable workload distribution • anti-bias management practices
In his keynote speech at the CIPD, Professor Kevin Fong offered a compelling exploration of how individuals and teams cope with risk, make critical decisions under pressure, and perform in high-stakes situations. Professor Fong shared lessons from his work with UCL, NASA, and the European Space Agency, as well as how he advised hospitals on how to prepare for and operate effectively during Covid. He explained how planning, teamwork, and adaptability are essential in running successful organisations, and how it is important to recognise the specialist skills of the people in your team.
5. EDI & RESPECT ARE ESSENTIAL PARTS OF A SUCCESSFUL ORGANISATION “Equality, diversity, and inclusion has come in for a hard time, but we do not talk about it in the right way,” Professor Fong explained. “EDI is not something we should do only because it is decent behaviour, although that is true. In our service, when we arrive on the scene of a major accident, the 38 people working there become part of my team. If they do not feel equal to me, if I do not embrace the diversity of their opinion, and if they do not feel included in the solution, we will not reach the optimal outcome. For us, EDI is an operational imperative.”
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because they have the operational expertise to manage the scene safely. I only take leadership when I reach the patient and assess what is wrong, what needs to be done, how fast, and where we go. Then leadership passes back again. Leadership in complex systems is a ball that moves from person to person at the right moment. He explained that in a crisis, you survive by making decisions in uncertainty and committing to them. “To follow well, you must identify when you need to
cease being the leader, know the goals of the mission, and understand how to support the leader of the moment. That is what leadership and followership look like in modern systems.” In other words, you must delegate authority to those
with the expertise, and allow everyone to play their part, innovate, and transform. “Innovation is not a few bright ideas from the C-suite;
it means allowing the entire organisation to innovate. You will fail, but you will fail forward – every day you become slightly less wrong until eventually you are almost right.”
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GLOBAL LEADERSHIP WELLBEING
GLOBAL LEADERSHIP MINI FACTSHEET: STRESS & STRESS MANAGEMENT
Stress & stress management
The effect of stress on employees’ physical and mental ill-health is major cause of workplace absence and loss of productivity. It also has serious consequences for individuals’ personal lives and wellbeing.
Understanding stress and taking action to reduce it is a key leadership responsibility.
DEFINING STRESS Stress results from a person’s response to a disturbance producing strain within the individual. People experience stress when their attempt to manage problems, taxes or exceeds their coping mechanisms. This eventually damages their physical and emotional stability creating ill-health. Stress is experienced individually; what is stressful to one person might simply just be a challenge to another. When an individual experiences a
GLOBAL MOBILITY MINI FACTSHEET: WORK-LIFE BALANCE
threat, the body’s defence mechanisms become active. This is triggered by the sympathetic nervous system. The body releases hormones that prepare for the “fight or flight” reaction. Once the threat has been countered, the parasympathetic nervous system engages to return the individual to the equilibrium/steady state. If the individual is unable to cope
with the threat, they will remain in a heightened state
Work-life balance
Maintaining a good balance between work and family life is important for health and wellbeing. International assignees often find themselves having a poorer work- life balance than before accepting their posting. Interventions are needed to mitigate this problem.
POOR CULTURAL ADJUSTMENT International assignees’ work-life balance can be affected by the inability to adjust and adapt to the new culture. If they find themselves unable to cope culturally, they may be unable to trust their subordinates and delegate work to them. This can lead to taking on far more duties themselves, leading to long hours of work and greater pressure. This
can lead to stress because assignees are trying to reach targets in an environment they are finding difficult to operate in. In time, this can lead to burnout.
LIMITED LEISURE TIME Conference calls that take place outside normal working hours due to time zone differences, scheduled for the convenience of operations in other parts of the world, can lengthen the assignees’ working day. Assignees often find themselves unable
to take their full leave allowances. This is usually because they are undertaking a more demanding job but the problem is exacerbated if they have not been able to forge good working relationships with subordinates due to cultural differences.
LOSS OF SOCIAL CONTACTS International
assignees typically
experience a loss of social contacts. They leave extended family and friends behind. Those undertaking single status assignments, in particular, can suffer from loneliness. Solos who have not have not made new friends can find themselves with little else to do but work, creating poor work-life balance.
WORK & FAMILY LIFE SPILL-OVER Assignees typically experience greater spill-over between work and family life and vice versa than employees working in a domestic context. This is because the assignee and family often live close to the work site and have a local social life that revolves around work contacts. Spouses/partners who are unable to work and children who are trying to adapt to new schools can put pressure on assignees and affect their ability to focus well in the workplace. What goes on in the workplace gets
of anxiety with the
hormones that trigger the fight/flight reaction remaining highly active. If the stress continues long-term beyond the individual’s ability to cope, their defence mechanisms cannot work effectively. It is this heightened state for long periods that can be damaging to health.
COPING STRATEGIES The most effective coping strategies are built upon the fight/flight reaction. This reaction is inherent to protect us from danger. For example, our ancestors facing a dangerous wild animal would fight or flee. Today, physical exercise can act naturally as an adjuster/coping mechanism to return to a steady state. Relaxation such as escape to a calm environment can also act as a helpful coping mechanism.
STRESS SYMPTOMS Behavioural symptoms include irritability, difficulty in making decisions, suppressed anger, concentration difficulties, and the inability to finish one task before rushing to another. People can feel targeted, threatened, tearful and/or constantly tired. If action is not
taken through
engaging appropriate coping mechanisms, symptoms such as indigestion, insomnia, headaches, nausea, and skin conditions can result. These can lead to serious physical and mental ill-health. Conditions include high blood pressure, heart digestive disorders, and depression.
problems,
INTRINSIC WORK STRESSORS Intrinsic factors in the workplace that cause stress include: poor communication, long hours, long commutes, inefficient technology, work overload and poor work-life balance. Role ambiguity/conflict, poor work
relationships and having responsibility without authority are further stressors. Job insecurity, a lack of career development, and poor performance appraisal are additional factors. Participation, decision-making and a
sense of control all play a part in stress at work. There is higher stress-related ill-health absence amongst factory floor and production line workers than among
senior management, primarily because lower-graded workers have no, or very little, sense of control.
WORKPLACE STRESS MANAGEMENT INTERVENTIONS Leaders must take action to reduce workplace stressors. Flexible working can help people balance their work and family life. Access to flexible benefits, including sponsored gym membership and the ability to trade pay for additional holiday, is helpful. Good communication, performance
and career management systems, and participation and engagement initiatives must be instituted.
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carried back to the family and what happens in family life is transferred across into the assignees’ work life. This spill-over blurs the boundary between home and work life, creating poor work-life balance.
ORGANISATIONAL SUPPORT Cross-cultural and language training are critical to help assignees manage local staff more effectively. Assignees must be encouraged to take up training offered although, ideally, it should be mandatory. By delegating where possible, assignees’ working time can be reduced, facilitating take-up of necessary leisure time. Mentoring can assist assignees to operate more effectively. Organisations should ensure that
conference calls/meetings are scheduled such that assignees are not expected to work outside of normal local working hours due to time zone differences between meeting participants. Local rest days and public holidays should be respected. Assignees should be encouraged to
take their full leave allowances and any rest and relaxation leave offered in policy. Networking and buddy systems
can help build social relationships for assignees, spouses/partners and children.
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To access the Mini Factsheet series visit
thinkglobalpeople.com and find out about events, webinars and podcasts. Contact us
info@thinkglobalpeople.com
For comprehensive information on managing Global Mobility visit our sister website
relocateglobal.com
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© 2024: Relocate Global & Think Global People
© 2024: Relocate Global & Think Global People
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