involvement with their teams. Research has shown that
absentee leaders cause even more damage for businesses in the long run, leading experts at Hogan to aptly describe them as ‘the silent killers of an organization’. Dr. Ryne Sherman, Chief Science
Officer at Hogan Assessments says, “Senior management rarely observes absentee leadership in action, mainly because it is difficult to spot immediately. Companies must pay close attention to employee engagement data and complaints about conflict or bullying, as these are
“ 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.” SARAH DANZL, DEGREED
to Melbourne to meet us in person and become further immersed in the company culture. The constant changing of destinations with systems such as the UK’s “Traffic Light” one and the tight border control in Australia makes long- term planning in this respect really difficult, so 2022 is likely to be more realistic for travel.” She says that a strong focus
since the start of the pandemic and something that will continue on is a strong focus on mental health and wellbeing. “Gone are the days when your
1:1 meetings focused purely on work in progress. Today, leaders need to understand their employees on a deeper level and have more conversations that are human to human and less manager to employee.” Leadership in the post-Covid
world is all about providing employees with the flexibility and support needed to get work done the way they want to, says Steve Black, co-founder and chief strategy officer of Topia. “According to our recent Adapt
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survey, the second most important item for a great work culture is feeling trusted and empowered and 91% of employees agree they should be able to work from anywhere as long as they get their work done” he says. “Good leaders will embrace flexible working models and trust their employees to work autonomously.”
WHAT MAKES AN EFFECTIVE LEADER POST-COVID? Leadership effectiveness is of paramount importance in 2021, as most organizations continue to operate remotely with virtual teams. Crises such as the current pandemic act as a litmus test for leaders, with effective leaders rising to the challenges of guiding their organization through hardship, and ineffective leaders unravelling under pressure. According to Hogan Assessments,
the workplace personality assessment and leadership consulting company, personality is a robust predictor of job performance and a key driver of leadership effectiveness, with a common distinction made between ‘constructive’ and ‘destructive’ leadership. However, constructive and destructive are not the only leaders companies must look out for. Leaders who are neither constructive nor destructive, otherwise known as absentee leaders, pose a far greater risk to your organization, particularly in the age of remote work. Absentee leaders are people
in leadership roles who are psychologically absent from them. They were promoted into management and enjoy the privileges and rewards of their leadership role but avoid meaningful
clear indicators of absentee
leadership.” Gareth Hoyle, Managing
Director at Marketing Signals, says regular contact is important. “In straightforward terms, don’t
be an absent manager,” he says. “There might be a lack of face- to-face contact, but that doesn’t mean you can’t develop a formal structure that makes regular contact a priority. Ensuring every individual at each location has what they need to be successful, whilst making yourself available when they need additional support is essential. Whether your employees have spent the majority of the last year in isolation with their family, or they’ve experienced a more relaxed lockdown, making your presence felt is key.”
RETHINK THE FUTURE AS A LEADER AND RESHAPE THE WORKING ENVIRONMENT Tim Parr, client services director How on Earth, the behavioural change and sustainability agency, says the pandemic has provided a once-in-a-lifetime opportunity to really challenge traditional notions of what constitutes work and the workplace; to take a step-back, and consider how human-centred our organisations are, and how to shape the best solutions for us and our people.
“Employers’ responses to this
huge shake-up in working life should start with their people,” he says. “With listening. What have we all learned from this shared experience? What have we learned about our people and how they’ve responded, communicated, collaborated and innovated? What have we learned about trust and leadership? How will we re-define
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