Affecting every aspect of industry, the global pandemic has leveled once-thriving businesses while demanding extraordinary productivity from others.
The resulting tumult has exposed the underpinnings of organizations and tested leaders like never before. Our new mode of business and world of work has caused some leaders to realize their defining strengths are of less consequence in the present environment and others to find what had once been considered their peripheral capabilities suddenly—and highly—valued.
In my latest article for Forbes—”High-demand Capabilities Every Leader Must Master and Market”—I examine three major leadership gaps that Harvard Business Publishing recently identified, as well as the capabilities that have crystalized from these gaps:
Leading through uncertainty | Pushing through ambiguity to navigate complexity—and, ultimately, adapt.
Cultivating trust | Creating shared purpose and unity by inspiring engagement, empowering performance, and leveraging the individuality of employees to strengthen the organization.
Reskilling for opportunity | Assessing talent requirements through a future-focused lens and fostering an environment where teams continuously engage in the process of innovation and build digital fluency.
Additionally, the ability to demonstrate command of topline industry trends and metrics and anticipate change—to predict, not react—is now a coveted and marketable skill.
Leaders who can incorporate these high-demand capabilities into their career narrative and who lend credence to their personal brand through supporting evidence will continue to hold the upper hand in the job market. It is also important for leaders to think about how they have built these same capabilities among their senior team, as well as deeper within the leadership ranks.