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WELCOME TO THE 5TH BI-MONTHLY EDITION OF THE EH&A NEWSLETTER
Insights for leaders during challenging times.

RE-ARCHITECTING THE ORGANIZATION

There is much talk in the boardrooms these days of the long-awaited and safe return to a rather changed workplace. And, as most organizations are going through extensive preparations, the pandemic is also reshaping the future of work.

It is forcing us to re-think the basic assumptions we’ve held about human nature at work since the time of the Industrial Age. Strict adherence to rules on where and when you must work has long been a hallmark of work life.

Management tools and organizational practices such as this assume that people dislike work and must be forced or directed in how they carry it out.

However, such command-and-control systems are not sustainable nor compatible with a world characterized by an accelerating pace of change and increasing complexity.

To thrive in this context, we must build complexity-robust organizations, ones that are more agile and adaptable. Such organizations must tap into their full human potential in the most productive manner.

To build such an organization requires us to adopt a more enlightened view of human nature at work – one that is based on trust and accepts that people are inherently intrinsically motivated. That people will take an interest in meaningful work and will seek and accept responsibility for their performance.
Accepting this view has some very significant, and at the same time, liberating implications for leadership:

1. Leaders cannot motivate employees. Any attempt to do so will only lead to short-lived performance improvements and employee demotivation

2. Leaders can only provide context for improved performance. Facilitating connection between employees through a shared purpose and meaningful work becomes evermore important

3. Individual performance within an organizational setting does not exist. Performance lies with teams in pursuit of a common goal

4. The role of a leader must become more that of a team coach rather than that of a manager

5. The organization in the Digital Age must become a decentralized network of value-creating teams rather than a hierarchical structure

Seen in this way, the pandemic presents us with a truly unique opportunity – an inflection point – to re-architect our organizations to not only be fit-for-purpose, but also make work more meaningful in the 21st century.

Have a listen to my free 30-minute webinar and discover the Five Shifts to Creating High-Performing Teams

LISTEN HERE
Responding, but No Recovery, Yet

FIGURE 1
Having a disaster recovery strategy in place allows you to quickly resume mission-critical functions following a disruption. However, nothing could have truly prepared us for the extensive upheaval the COVID-19 pandemic has caused. Of course, the immediate response to the crisis was to manage liquidity and cashflow, assure customers and negotiate supply chains.

Some industries are more significantly impacted than others. Depending on the degree of structural change the pandemic has imposed and the pace of recovery that is anticipated, some sectors will Surge, while others will need to Modify, Transform, or Reset their business models. Clearly, those industries that are leading or embracing digital transformation have fared the best (see figure 1.)
However, while there is some lopsidedness to this, in all cases it would be wrong to think that we are in any sort of recovery phase. As difficult as this may be to accept, as long as we do not have a SARS-CoV-2 vaccine and herd immunity, and society continues to experience waves of COVID-19 infections, we will remain in a perpetual cycle of prepare and respond.

What are you and your team doing to prepare and respond so that you will thrive and grow during the lingering uncertainty, to come out stronger during the recovery phase? It’s a phenomenon Nassim Taleb calls “Antifragile” – the exact opposite of fragile – that is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better. It is like building muscle. Are you building muscle?

For more insights on leadership in a turbulent world, have a listen to the
VUCA World Podcast 

 
 
“Success is not final, and failure is not fatal: it is the courage to continue that counts.”
- Winston Churchill

I CONNECT BUSINESSES AND HELP THEM TO INNOVATE AND GROW
 
If you’d like to discuss ideas on how to not only survive but thrive during challenging times, give me a call for a complimentary conversation. I can guarantee you’ll get at least one great idea that can be of help to you!


CONTACT EUGENE

FOR THE LATEST INSIGHTS 
For the latest Insights, visit my Blog or have a listen to the Aviation Innovation Podcast or the VUCA World Podcast, hosted by yours truly!

 


BOOKS OF THE MONTH

If you want to get a sense of how our world will change in the next ten years of rapid technological disruption, then I recommend The Future is Faster Than You Think, by Peter H. Diamandis and Steven Kotler.
 
 



Antifragile, the landmark book by Nassim Nicholas Taleb, explores decision-making in a world we don’t understand and reveals how to thrive in uncertainty. It is the book of our time!

REFERRALS ARE ALWAYS WELCOME!

I grow my business in the same way most businesses do, by referral. If you know of entrepreneurs, business owners or executives of small/medium enterprises (SMEs) who would benefit from my advice and extensive global network in the aviation and aerospace sector, please let me know of their contact details.
As a token of my appreciation of a referral, I’ll send you a copy of my BOOK OF THE MONTH.

 
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Eugene Hoeven is President & Founder of EH&A, a strategy and business development consulting firm specialized in the aviation sector established in 2005 and based in Montreal, Canada. For over 25 years Eugene has worked for and represented aircraft operators, airports, air navigation services providers, manufacturers, technology solutions providers and industry associations.
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