
Our journey through lockdown to become a McKinsey ‘Resilient’. And what we learnt along the way…
OK, hands up. I’m not sure the good folks of McKinsey really know we exist. So I thought I’d share what we learnt.
OK, hands up. I’m not sure the good folks of McKinsey really know we exist. So I thought I’d share what we learnt.
We’ve been trying to make sense of things (in much the way you have), so we sent a mini-survey to a group of our clients and contacts to get a pulse check on how they’re feeling right now and what challenges they think might be coming over the horizon.
There are decades when nothing happens, and there are weeks when decades happen
As we continue coping with the COVID crisis and all it entails, on both a personal level and a business one, it may sometimes feel that this thing is too vast to get one’s head around.
As a manager, wouldn’t it be wonderful if you could just say, “this week we’re going to do X,” and it just happened? No fuss, no bother.
How’s 2020 shaping up for you? Do you know which direction you want to take the business this year? Are you making progress? Are you sure? But arguably more importantly, have you made sure your staff are part of what you’re trying to achieve?
It’s not uncommon these days for leaders to realise they need to be working ‘on’ the business more – which means less rolling up your sleeves and getting lost in the operational noise and more bigger picture thinking.
In all the coaching work I do with managers and leaders we nearly always have a very specific conversation about leading versus managing, and what the difference is. A good leader needs to be able to manage AND lead.