Last summer, drawing on future trends and our assessment data, we proposed a new model of future-ready leadership. We called it the “Self-Disruptive Leader.” We all recognized this was critical for the future, but we thought we had time. Nine months later, the future invaded our lives.
This crisis has been the ultimate test for disruptive leadership. Some leaders, perhaps the ones we least expected, have risen to the occasion. Others have struggled to cope. How can organizations draw on what they have learned to surround themselves with the leaders they need to accelerate through the turn?
“Business as usual” after the pandemic will not look like it did before, and this is raising new and complex questions for leaders and organizations to answer. Here, our experts share their perspective and advice.
In the face of unprecedented magnitude and a rapidly accelerating pace of disruption, leaders must either self-disrupt or be disrupted. If your leaders are more comfortable reinforcing the status quo, then you need to take a fresh look at what’s required for success. Our research-based, predictive Success Profiles identify the vital leadership attributes needed for success. Korn Ferry’s Talent Hub holds off-the-shelf Success Profiles for thousands of roles including for a self-disruptive leader. We can work with you to develop a customized profile for specific roles or levels within your organization, aligned to your strategy, culture and business priorities.
Our research-based, predictive Success Profiles identify the vital leadership attributes needed for your organization to accelerate through the turn.
Now is the perfect moment to observe what leaders do when they don’t know what to do. Seeing your leaders behave on the battlefield may have yielded some surprises and disappointments. Now is the time to re-assess them using updated criteria aligned to your new business priorities, through formal assessments and talent discussions. How quickly and willingly have they unified around a shared purpose? How easily have they been able to pivot: to change direction without losing momentum? As you accelerate through the turn, how capable will they be of energizing a change-fatigued organization with positivity, hope, and optimism?
We have adapted our world-class assessments and research-based talent reviews to be delivered virtually. Recent research by the Korn Ferry Institute proves that our virtual assessments and simulations deliver comparable participant experience, predictive power, and developmental value for individuals and their organizations as face-to-face equivalents.
Now is the time to re-assess your leaders using updated criteria aligned to your new business priorities.
The global uncertainty of the Covid-19 pandemic is having a unique impact on executive succession plans. Burnout and panic are a very real possibility and some less tenured leaders haven’t yet been tested in a crisis until now. At the same time there are exemplary leaders emerging from this crisis as key enterprise leaders who inspire confidence and give clarity. And there are roles that have taken on new visibility and meaning. No simulation will match up to this crisis in being able to show what your leaders and leadership teams can and need to really do.
Our CEO Succession team is working closely with clients to quickly review their situation, respond with a cogent plan and accelerate leaders and organization to reinvent for the immediate future and beyond. Identifying and deploying the best successors for your most critical leadership roles may mean thinking very differently about what and who is essential. The cost of poor leadership is untenable, and trusting only your instincts heightens risk. Korn Ferry provides objectivity and experience to help you make the best talent decisions in this time of uncertainty.
Identifying and deploying the best successors for your most critical leadership roles may mean thinking very differently about what and who is essential.
Our research shows that future-ready leaders are “self-disruptive”. But, when we looked at our database of leadership assessments we found that these self-disruptive leaders are in very short supply. Only 15 percent of business leaders globally are Self-Disruptive Leaders – leaving 85 percent who urgently need to develop future-ready skills. So, where do you start?
The COVID-19 crisis has changed the very nature of work in just a few short weeks, and leaders are now finding themselves in the biggest agility experiment of their lives. Now is the time to update your leadership development programs to reflect this new reality. We can help you shift your program design to a virtual approach, using webinars, eLearning, and virtual classroom experience (VCE) to accelerate the development of key talent pools. We have developed a specific Leadership Development program for disruptive times called Leadership U. From short, virtual session covering the 6 Principles of Leadership needed for today’s challenging times, to an in depth custom Inclusive Leadership course for your leaders.
We can help you shift your program design to a virtual approach, using webinars, eLearning, and virtual classroom experience (VCE) to accelerate the development of your leaders.
Helping your leaders to develop a self-disruptive mindset will take time. So, if you have immediate gaps in your senior leadership population, you will need to acquire them. And with so few on the market this could be challenging. We can identify and attract these unique leaders, assess for ideal organizational fit, and build appropriate frameworks for compensation and retention.
We can identify and attract the right talent to help you accelerate through the turn.
In our hands it’s more than just data. We use it to build the DNA of outstanding leaders, effective organizations, high performance cultures and game-changing reward programs. In your hands it can continue to inform smarter decisions backed by more than 4 billion data points, including:
– Over 69 million assessment results
– 8 million employee engagement survey responses
– Rewards data for 20 million employees across 25,000 organizations and 150+ countries