STEM Leaders: Beacons to guide us through crisis
“Beacon” Photo by Eternal Seconds on Unsplash
#Leadership #STEM #Technical #Agile #Resilience #Blog
It’s hard enough to manage virtually under “normal” circumstances. Doing it during a volatile crisis presents new challenges. However, Leaders have shown resilience and paved the way for the “New Normal”, and no one has contributed more than STEM Leaders. It is only fitting that STEM Leaders lead the charge to allow us to thrive through these volatile times.
Over the past couple of months, STEM Leaders have been the frontliners in the battle against an unprecedented global pandemic. Science, as resilient as ever, continues to look for ways to get rid of this crisis permanently. Engineering has been heavily relied upon for swift construction of facilities and equipment needed for everyone to get through this chaos. Technology has been the catalyst on how we are still able to operate despite people working remotely. These industries have adapted to how we conduct our businesses. So, if we’re to thrive in this age of recovery, it’s best that we use the blueprint that STEM Leaders have laid out for us.
“Soldiers” Photo by Specna Arms on Unsplash
Euvin Naidoo of Harvard Business School recently stated that there are 7 key frameworks to aid in the fight against crisis. These approaches have roots in military strategy that are taught in leading Agile and strategy programs. And even though military strategies don’t seem to be on the same book, let alone on the same page as what STEM Leaders strategies may be, it makes a whole lot of sense that they do.
Pierce the fog of war – create a light decision-making framework that allows adaptability.
Focus on quick wins balanced with long-term goals - a focus on quick wins, and success in small increments need to be balanced with long-term planning and achievement.
Practice the “OODA” Loop - an Agile decision-making process can be a competitive advantage in the right context. OODA – Observe; Orientate; Decide; Act
Develop cross-functional teams able to make decisions in the field - STEM Leaders can utilise this approach to generate fast, smart decisions based on useful information gathered from customers or stakeholders.
Create the right glide path to land a project - In the Agile environment, the purpose of rapid development is to produce a minimal workable product at the end of each delivery cycle, or "sprint."
Balance realism with optimism - focusing on the path forward helps teams come together to deliver on their vision.
Confront unknown unknowns - Agile Leaders base change programs on preparing teams to function in a VUCA world, with rapidly changing customer, competitor, and stakeholder needs.
Make plans Visible for all via clear and transparent communication
Embrace a program that is Unrelenting and iterative
Set Concentrated and focused steps to serve as a guiding set of goals
Drive Action by accepting uncertainty as the new normal and embracing Agility and an operating model that focuses on making decisions in a rapid and iterative manner
“remote worker” Photo by Austin Distel on Unsplash
STEM Leaders guide the organisation in phases. Research by social and organisational psychologists and medical professionals point out that recovery is a process rather than an event. Through Agility and Resilience, STEM Leaders have created beacons to light up which path each organisation and industry needs to take. From research and development to the very systems we use to connect and conduct our day-to-day transactions.
But when your workplace is virtual, it’s easy for employees to feel disconnected. It’s vital for Leaders to encourage a consistent cadence. Meet with subordinates regularly and encourage team members to connect frequently on their own. Once you get that team cadence going, ask for feedback on how the new structure is working for your team. It’s imperative to know what works and what doesn’t.
“money” Photo by Roman Synkevych on Unsplash
Of course, STEM Leaders can only do so much with what they have. External forces will always play a role in this crisis, and one of the biggest factors is money. STEM Leaders need to make sure adequate funding is allocated for modernisation, making sure tech and processes are in sync, and making sure business strategy is properly equipped to get past these uncertain times.
Forward-looking STEM Leaders are using the current crisis as a benchmark to identify core people, roles, and even the technology. These three have been stress-tested and could be increasingly productive under more favourable circumstances. And with proper budget allocation, they can act on how to best move forward with the information they have obtained.
“shuffle” Photo by Sheri Hooley on Unsplash
In a recent study by Gartner on “The Key Challenges in Tackling Volatile Times”, they mention that business plans, strategies, and initiatives no longer apply. Leaders must mobilise people and customers to a future vision without fully defining that vision. In my experience though, no matter the gravity of the situation, it is always unwise to go head-first without thinking and coming up with even the simplest of plans.
Faced with new realities in this new environment, STEM Leaders have led product strategy by adopting new practices and imperatives which are:
Adopt a phased approach to recovery - keep the organisation focused on making measured progress toward immediate goals.
Take a two-track approach - While performing actions in one phase, make decisions about the future phases. This will keep the organization focused on the now while you decide what is next.
Build stronger customer and partner relationships - through active engagement and consistent communications.
Reallocate resources, budgets, and people - to fuel investments in new growth opportunities.
Evaluate and acquire talent, products, and companies selectively to capture opportunities — not every company will recover to the same degree.
Guide the organization with an ambition - to create a compelling future case that is flexible and adaptive to changing market conditions.
STEM Leaders have given everyone a model which we can follow to get through these volatile times. By applying the same discipline and Agility, we can all thrive through uncertainty. Although not everyone can recover to the same extent, everyone can choose to do something about their situation. And STEM Leaders serve as examples to follow through it all.
“out of the woods” Photo by Andrew Neel on Unsplash
Leaders pay attention to the feeling that nothing can be done to make the situation better. Organisations must avoid becoming hopeless or pass through this stage quickly to regain the view that it has the power to improve its situation. STEM Leaders have lit the way out of the woods, and we should carry their model forward into recovery.
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