THINK GLOBAL PEOPLE LEADERSHIP
work. I also specifically ask people what their current obstacles are, especially if I can help to remove them in some way.” She says communication is
everything. This, coupled with providing a psychological ‘safe space’ for your people to air their concerns and feelings, will help you identify any challenges before they snowball. This is particularly important when you are managing staff in different locations. “It also enables you to find
the right opportunities for them, whether that’s a stretch assignment, a promotion, or even a new opportunity in another team. “Empathy is a much-
undervalued management skill,” she says. “Showing each other kindness goes a long way, both as a manager and in building and uniting your team. My team is global and differing restrictions has been a huge reality for us. While some team members have been able to go out to gatherings and eat out at restaurants, others have been locked in their homes for months. Having a safe space to air feelings has been a huge help because it has built the team’s understanding of what their colleagues are going through (and what might be impacting their work).”
COMMUNICATE AND EMPATHISE “Taking a personalized approach to your management style – in all times, not just in crises – ultimately makes you a better leader and brings the best out in your team,” says Sarah Danzl, Head of Global Communications and Client Advocacy at Degreed. She manages a team across
the US, UK, France, Brazil, India and Germany and says it is vital to understand your employees as individuals, with different lifestyles, aspirations, challenges and concerns. “At our team meetings, I dedicate
the first ten minutes to going around the team and asking everyone to share how they’re feeling in three words,” she says. “This gives a great current gauge of my whole team’s wellness, plus gives space for people to air what’s on their mind and what’s happening outside of
WHAT IS THE FUTURE FOR TALENT AND CAREER DEVELOPMENT? Sarah Danzl warns that talent development is at a critical juncture. With the global lockdown, 85% of L&D (learning and development) functions shifted their in-person training to virtual. “Moving forward, we’re likely
to see a continued focus on virtual, or hybrid, training as more people will continue to work remotely (or in a hybrid way) and also because people have experienced the benefits of virtual development,” she says. According to PwC, 86% of top-performing organizations have digital-based training programmes that drastically boost their employee engagement and performance. “As learning opportunities
go digital, so too will career development,” she says. “More companies are looking at solutions like internal talent marketplaces and mobility tools to help them
offer relevant career opportunities to their employees, no matter their work style or location. Edrington, for example, has an in-house digital creative studio which it launched during the pandemic and which is resourced through internally offering opportunities to current employees that align with their career goals and skills.” “The pandemic has been a
catalyst for change and highlights the value of technology in mobility,” says Pam Dunleavy Vice President, Sales and Marketing, at Aires. “With the increased movement of families across our borders, the demand associated with duty of care will continue to be a priority for corporations.” “SPAN believes that well
managed mobility affords people with opportunities for growth. But unmanaged mobility creates stress that can undermine a child's education and development,” says Doug Otta, SPAN Chair, Psychologist and author of Safe Passage. “The pandemic gave the world a non-optional masterclass in the consequences of unmanaged mobility.”
MAKING SURE EMPLOYEE MENTAL HEALTH IS TOP OF THE AGENDA Lauren Valent, Head of People & Culture at Candlefox, a global Education Marketing business based in Melbourne, Australia, says a focus on employee mental health should be the number one priority for managers. This is particularly true for international companies with a workforce situated in different locations around the world, each of whom will have had a different experience of lockdown. “With most of the Candlefox
staff based in Melbourne and enjoying freedom much earlier than our CoursesOnline team in London, it can’t have been easy for the latter to hear about what the rest of the team is getting up to,” she says. “Therefore, as soon as the UK’s restrictions eased in April, we really encouraged the team to meet up and make use of that sizable socialising budget that was gathering dust until then. “We are at the mercy of political
decisions when it comes to moving talent
around and in an ideal world we would fly the UK team 41
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