As Halloween looms, we search for both scary and soothing tales about leader behavior and its side effects.
Are leaders really leading in this time of crisis? Can they be fast on their feet? And let culture be their guide? These Culture Scout finds will help solve some of those mysteries.
Crisis in global leadership creates opening for business leaders
People around the world have lost faith in their leaders to navigate the COVID pandemic and the economic crises that it created, a new survey by the Milken Institute/Harris Poll shows. People are growing more concerned with losing their jobs as the pandemic wears on, and most don’t support how their countries are handling the coronavirus (just 29% do in the U.S., for example). Despite the gloom, there is a bright spot for business leaders: 61% of respondents around the globe say “companies have been more reliable that the government in keeping my country running during COVID-19.”
Excerpt from the Milken Institute/Harris Poll survey:
“In previous crises, business was often seen as part of the problem. This time they are part of the solution. Across all countries, companies are seen as more reliable and trustworthy than their governments and are given a new charge to speak out and solve social issues. Those who rose to meet this moment will be remembered by global citizens, (84%) say “I will remember the companies that did the right thing by addressing relevant issues related to the COVID-19” as will those who stood still.”
2. Broadway’s ‘Hamilton’ wrote the book on leadership
What does composer Lin-Manuel Miranda’s musical masterpiece ‘Hamilton’ have to do with leadership? Consultant John O’ Grady belts it out for you in a new Forbes essay. Turns out, you can learn a lot from the Broadway hit about thinking big, controlling the controllable, taking care of culture, and not throwin’ away your shot.
Excerpt from the Forbes essay:
“Culture is the foundation. “Culture eats strategy for breakfast” is a famous quotation attributed to the business management guru Peter Drucker. With all due respect to Peter, I advise leaders that culture eats a hell of a lot more than strategy: It eats everything, all the time, for breakfast, lunch, dinner and snacks, and it’s still hungry.”
3. Message to CEOs about D&I: You own this
A couple of weeks ago, the Culture Scout found disturbing accounts in The New York Times of leaders turning to employees of color to lead diversity reviews, even if they didn’t have a D&I background or did not express an interest in heading up those efforts. This week on LinkedIn Live, experts hammered home just whose job Diversity and Inclusion efforts actually belong to. PwC’s Shannon Schuyler teamed up on Linkedin Live with Kenneth Thomas, co-founder of the Minority & Women Contractors and Developers Association, to take the responsibility for D&I strategies straight to the top.
Excerpt from the LinkedIn Live video:
“CEOs have to own the fact that they are the Chief Diversity and Inclusion Officer. They’re the individual who has to set the tone.” – PwC Chief Purpose & Inclusion Officer Shannon Schuyler