We are experiencing a crisis, without blame and unprecedented in all aspects.
Unprecedented, of course, for the violence of its impact on our lives on a personal level, but also for the breadth it will have in our economies.
Everything will have to be reconsidered, the strategic supply chains in the sector that left Europe “uncovered”, the preservation of the environment often neglected, the relationship at work and in companies that lost its unity when it was decentralized to our homes.
Our future needs to be rethought, at the same time that we should plan it, we should implement it as soon as possible. A key figure is at the center of this equation with many unknowns: the leader.
First of all, it is up to you not to make the mistake of thinking that nothing will change with the return to “normality” or that nothing will be the same as “before” and that everything should be turned inside out.
The balance between stability and change will be the key to success. There are always several questions to ask: what has the situation highlighted, what is important for our company to do that was not being done, what should be changed in what we are doing (stop doing, doing with a different level of service or do it differently …) and what we should continue to do.
It is up to the leader to take advantage of the opportunities created by the depth of the crisis. Rethinking the strategy, inventing offers around the expectations of a consumer who changed his consumption paradigms in just a few weeks. The need for a new trust, an increasingly dematerialized relationship, while maintaining an experience of closeness and quality.
It is also up to the leader, to reinvent team management, to pilot “remotely” the performance in the short and medium term, to install “new ways of working” aligned with the new practices, keeping alive an identified and unique corporate culture.
Finally, the leader must ensure that the interests of its shareholders coexist with those of the environment and those of the society in which the company is inserted.
I would like to call this leader, the leader PC19.
The reason this name makes sense is because we are going to need to have some temporal references in the history of this century. The last major milestone we had was the post-World War II period, which challenged Taylorism, leading us to an era that changed the way we live and think, in the business world.
In the same way, PC19 will place us once and for all in the 21st century, forcing us to think about the current changes and to place them at the center of our action.
For me, this PC19 leader will have to respect four fundamental rules to be able to take advantage of the world to be born, namely:
1 – The PC19 leader will make sense of the change
No restriction, need or order is fulfilled if it does not have a higher dimension, a “purpose” higher than a mere economic interest. Why will always be more important than how.
2 – The PC19 leader will be bottom-up
In times of crisis, the tendency of management is to centralize, control and produce ideas. This is exactly what you should not do, because to the economic dimension we add paralysis. On the contrary, we need speed and agility. For this, the leader must involve, train and give autonomy. Excessive control only kills innovation and initiative, and a culture of sanctioning bad practices must be associated with a culture of rewarding good practices.
3 – The leader PC19
You will take advantage of innovations and in particular the neurosciences applied to management and leadership. It becomes easier to anchor good practices and understand their powerful impact on our interlocutors.
4 – The PC19 leader will be supportive
It will be illusory to think that we can save ourselves. It is together, with others, that we will succeed or fail. This applies to people, families, communities, countries and, of course, companies.
It is up to the leader to take advantage of the opportunities created by the depth of the crisis.