It’s no secret that the COVID-19 pandemic has shifted the world, making companies review their ways of conducting business. Thus, organizations worldwide embraced and incorporated entirely new digital working methods. And that transitioned corporations into a hybrid working age. But adapting to digitalization is already proving not enough. People look for new jobs like never before. Also, more than 70% of them suffer from burnout. Another extremely alarming fact is that many are frustrated because their leaders fail to see their struggles.
Therefore, the post-Covid era is highly demanding for management. And this will only become more challenging as time passes. In other words, the people in charge will have to determine a way to shift towards new leadership styles and approaches.
So what are the pandemic legacies in terms of leadership skills and tactical decisions? What abilities should one have to establish a more human approach to navigating the post-COVID world?
In a previous article, we discussed the importance of empathy. We explained how empathic leadership is the right approach in these struggling times.
Yes, studies show that the number of employees wanting an emphatic leader has more than doubled in the last two years. However, compassion is not the only trait the head of an organization or team should possess. No. Such a person should also have the ability to make quick decisions and improvise when the situation demands it. Furthermore, they have to learn to do so not only for the benefit of the company but, more importantly, for the benefit of their team. In other words, the leaders of today and tomorrow have to adapt and be flexible. They have to learn to think fast and adjust to any kind of situation, in essence, sense and respond.
Even at the beginning of the pandemic, Forbes signaled the need for changes within companies. They talked about the necessity of cultivating a sense of inclusion. Moreover, the publication explained the importance of not leaving anyone behind, highlighting it as an essential aspect to consider after the global crisis. Of course, in theory, everything sounds very easy - leaders should be radically inclusive and devote more time in this direction. Unfortunately, this aspect is easier said than done. People feel left behind for various reasons. Thus, for the leaders to learn what drives each of their team members one way or another is a really challenging task.
So let us turn our attention to you, the leader of your organization. How are you coping with the new business era? Have you found the best approach to offer your employees the work environment they need to be happy at work? Have you managed to do so and still run a successful business?
Because, in our opinion, there is only one way to do all of the above and keep a high spirit within your teams - you have to talk with your employees. You have to ask each of them about their wants and needs. You have to take the time and understand what makes them happy and what the reasons are for their potential frustrations. More importantly, you have to reset your leadership principles. Simply put, you have to be the leader your organization needs you to be, especially in these trying times.
What makes a good leader? What springs to mind when you hear that question?
It's no wonder our minds are simply too weary, too tired to focus. The result? We end up being labeled as quiet quitters
Over the years, we have repeatedly raised the alarm, explaining how costly it is for organizations to have high turnover rates.
Studies show that, on average, within each working hour, employees check their emails 30 times. Yes, that means every two minutes.
Too many leaders take the easy road. They copy-paste management approaches from other companies in their context.
Studies show that, in fact, many companies don't manage to achieve a response rate of more than 50%.
The person you’re coaching finds their own path to excellence. It’s simple to explain but difficult to master.
How many employee survey tools do you think are out there? Can you even grasp such a number? Don't worry if you can't.
At Hapkey, we’ve used the following workshop to surface unhappiness factors and to — empower — the team to fix problems themselves, rather than you, the manager, being the “fixer”.
Inflexible return to office policies is hammering employee experience scores.
Simply put, the customers' satisfaction rate is directly connected with the employees' journey.
Specialists say that humanity already lived, back in 2020, through a recession triggered by COVID-19. However, it is considered to be the shortest downfall in history.
The modern leader is the one that shows the problem to solve and not the one who explains how to solve the problem.
Each day, more and more companies realize the importance of happiness at work, understanding its vital role in retaining the labor force
By the end of 2021, more than 4 million employees had quit their jobs in pursuit for better opportunities. And that left a big vacuum in organizations.
A recent statistic shows that almost half of the surveyed workforce claims that their lives have been altered in the last two years
Recently, we raised the alarm on the Great Resignation. We took the chance to discuss the matter and offered some tips on how to tackle the issue. Yet, this being such an important topic, we decided to extend the discussion.
The secret for a successful business is to actually manage to keep the employees within the company, not just bring them into the team.
Feedback is not a one-way road. You don't only ask for the employees' opinions and leave them hanging. You have to also be able to start a conversation based on these insights and act upon them.
Ask any team leader about the decisions they make when it comes to leading their employees, they will tell you that everything they do is to benefit the organization.
Research shows that people who are assigned boring and repetitive tasks are more likely to get distracted when working outside the office environment.
Discussing an issue makes people feel more confident about finding a solution.
Each organization is unique, and its culture is cultivated in every single interaction between employees.
There is no such thing as private and professional happiness. There is just one universal happiness formed by multiple parts.
There's no secret that in order to have high-performing teams, all members need to be happy.
To be successful in business, you need more than talented people on your team.
More than often, leaders are being perceived only for their management skills.
As a general rule, people don't usually like showing off their vulnerabilities
Does happiness have to end when the workday begins?
We went looking for answers. This is what we discovered.
Recently, a study that started in 2011 presented an actual scientific link between high-performance teams and the level of happiness of their members.
Sadly, on average, people tend not to be very fond of their jobs. They see their work as a necessity but not as something enjoyable.
Management has no idea that their employees are unhappy and are ready to abort the ship
People have become more acutely aware that we need to have a digital way of working relating to HR.
Always follow up with your employees to understand their situations and problems that they might face.
Rather than focusing on engagement, concentrate on happiness.
Alexander talks about how Frank Digital works towards a happier work environment
Marija shares her story of using Hapkey at Ombori.
Hapkey's CEO, Marcus Castenfors, had the pleasure of interviewing Henrik Kniberg this week.
Hapkey's CEO Marcus Castenfors joined the podcast "Fika med oss" this week to talk about employee happiness and organizational change.