The Modern Leadership Issue - 30

03
04
DO EMPLOYEES FEEL
SAFE AND SECURE?
Investing in internal capability has a key byproduct: it demonstrates to existing employees
that they are valued and appreciated; leadership sees their potential; and there's a career
path with opportunities for growth for them.
Leaders play a pivotal role in fostering a sense of safety among employees.
One proven leadership practice for creating a psychologically safe environment is
to model and invite open and candid dialogue. This requires us to have high levels
of courage, trust, vulnerability, and awareness of professional and personal biases.
Leaders must be intimately attuned to the shadow they cast and how they respond
(even in subtle ways) to the ambiguity that can arise when employees challenge the
status quo or question assumed ways of working.
We also foster a sense of security by communicating transparently with employees
about whether internal or market dynamics threaten the team's or organization's
stability, along with plans for weathering those threats. This enables employees to
develop trust in leaders and feel secure that we aren't withholding information that
can impact their professional and personal well-being.
Inviting employees to bring their whole selves also contributes to a sense of safety
and belonging. Employees are not just workers; they are parents, siblings,
caregivers, friends, volunteers, and hobbyists with different life roles influencing
who they are and what they bring to the workplace. Leaders who create a safe and
secure environment recognize the humanity of each employee and celebrate when
people authentically " show up " with their unique perspectives, personalities,
emotions, work styles, and life experiences.
DO EMPLOYEES FEEL CAPABLE
OF APPLYING THEIR TALENTS?
As stewards of the organization, leaders must ensure employees and teams have
the necessary capabilities (including knowledge and skills) to fill critical roles in
support of the mission. Leaders also can consider emerging capability needs
arising from growth, operational changes, or new market opportunities. With these
insights, we can guide strategic decisions to add talent or invest in existing talent
through skills training and professional development.
Employees need to feel they're contributing their skills and talents in meaningful
ways to support the organization. If assessment reveals this isn't the case, leaders
should have conversations with employees to identify ways to leverage their skills
in different roles; help employees assess their readiness to step into new roles;
and identify and fill any skill gaps through development opportunities.
05
DO EMPLOYEES HAVE THE
RESOURCES TO DO THEIR BEST WORK?
Great talent requires appropriate resourcing to achieve its full potential. Resourcing
is like fuel for an engine and includes a range of factors (e.g., time, support, rest,
information, tools, training). Leaders play an important part in regularly assessing
whether resource needs are being met and taking steps to close the gaps when
they are not.
Being attuned to employee workload, work-life integration, and situations where
employees are working excessive hours for extended periods of time is part of being
an effective leader. For leaders, attuning to resourcing needs can look like:
Attending to employees' information needs by providing clear,
consistent, and timely communications.
Providing sufficient expectations, guidance, and feedback.
Ensuring employees have access to necessary training and
development to achieve the expectations of their roles.
Prioritizing employee well-being and ensuring employees have
adequate time, space, and rest for renewal of energy.

The Modern Leadership Issue

Table of Contents for the Digital Edition of The Modern Leadership Issue