Leading and Managing in 2020 and Beyond with Andrew Bryant

Leading and Managing in 2020 and Beyond with Andrew Bryant

 Be adaptable, flexible, and agile.

Andrew Bryant, Self-leadership Author & Thought-Leader

In this episode of Selling In Asia, we sit down with Andrew Bryant to discuss one of the hot topics of the year: leading and managing in 2020 and beyond. During our discussion we talk about managing remote teams, adapting to the “new normal”, and identifying self-motivation.

2020 has been the year the world went crazy. At least for a few months – but now the lasting impact affects the leading and managing of our now remote or blended teams. Most of everything we knew before has been thrown out the window, it’s changed, and now we’ve got to find new techniques to adapt.

Also read:

Here’s are the top skills needed to lead in 2020 and beyond.

Taking Back Control When Leading and Managing

The late Stephen Covey discussed the topic of a circle of influence versus a circle of concern. Many of us are concerned and worried, constantly thinking about trying and fixing things beyond our control.

That’s a recipe for disaster, grief, frustration, and feeling of powerlessness. Instead, if we start focusing on the things that we can control, we’ll feel empowered instead of demotivated.

It all comes down to your mindset. We need to focus on what we can do and make sure that we’re doing the most we can within our current situation. More so, it’s important to understand that life is not a sprint, it’s a marathon and we have to be ready for it.

Leading and Managing With Effective Communication

The leader’s role has to changed to managing remotely – every leader is now dealing with remote, distanced, or a distributed workforce. So when we’re talking to each other through a camera, it’s so easy to be transactional. What is this meeting about? What do we want to do? We want to keep it sharp. You want to keep it punchy. You mustn’t waste your team’s time, let alone bore them!

We’ve got to get a result, sure, but our priorities have changed. We need to be empathetic to the employees that might be juggling five kids in the backroom that they’re trying to keep quiet. 

So how do we adapt? We need to be a transformational leader. Your team’s best performance will emerge when they feel supported, valued, and connected to you as a leader. 

Remaining Connected

Before the global implications of Covid19, communication was a whole lot easier. It was dynamic, spontaneous, and impromptu. Quick brainstorming meetings were the norm, but now we have to schedule a zoom meeting to talk to people. The reality for leaders is that you have to make that extra effort via Whatsapp or Slack.

We need to send them emails. We need to schedule zoom calls, but we need to be checking in with our team, not checking on, but checking in and just seeing how they’re doing all the time.

To ensure everyone feels comfortable, we need to over-communicate, not under-communicate when times are uncertain and people don’t know what to do or what will happen. So we need to focus on providing give them more direction and structure – not less.

A Note On Micro-Management

As leaders, we sometimes tend to micromanage. So how does this work when our new situation forces our teams to work remotely? So as a leader, you’re forgiven for thinking – what are they working on right now?

There’s an element of trust involved that’s important is for us to avoid micromanaging. As leaders, our focus should be on maintaining and implementing our strategy, our shared vision. Your team is looking to you for direction, guidance, coaching, and vision.

Ask yourself:

  • Do they know what they need to do?
  • Do they have all the resources available to get the job done?

Now more than ever, teams need encouragement, support, validation, and a pat on the back for a job well done. If you worked in an office before, it was a lot easier to walk by your team, look at their computer, and see what they’re doing.

So it’s important to be on the same page, to stress that personal responsibility exists. To ensure that each person is responsible for themselves, their ownership, motivation, and clear accountabilities. Set the expectation and follow-through. Please don’t micromanage!

Questions & Answers

“What are some tips for some leaders and managers? What do you think they need to be doing?” – Tom Abbott

Firstly, because we are managing remotely. Everybody is now remote or distanced or distributed workforce. I think the situation like this when we’re talking to each other through a camera is it’s so easy to be transactional. What is this meeting about? What do we want to do? We want to keep it sharp. You want to keep it punchy.

Andrew Bryant

“So if you don’t like working from home, change your mindset, get used to it because you might be there for a long time. What do you think Andrew?” – Tom

There’s two things I pick up from that. Firstly, work from home should be work from anywhere and as that’s where it will be. And the other thing of course is Charles Darwin’s quote, which is, it is not the strongest species that survives, but the most adaptable to change. Exactly. People get that wrong all the time.

Andrew Bryant

More About Andrew Bryant

Global Thought-Leader, Andrew Bryant, has been transforming individuals and organizations with his Self-Leadership Methodology through coaching, speaking and facilitation, for over 20-years.

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