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Leading Through Turbulent Times
While working as senior talent leaders for a global organization that went through a 2.5 billion dollar scandal (not counting peripheral damages) when the Chairman confessed to “cooking the books” causing the near bankruptcy and closure of the company, we had the opportunity to observe and be a part of culture’s true influence. During turbulent times, like those we have been going through, leadership is not determined by rank but by the strength of the talent and conviction to build the relationships necessary to bring about collaboration and seek solutions. In our situation, leaders came from all areas and from all levels. There was desire, but without knowledge, they required continuous guidance. This is a must-start, high-impact area for learning and development. Learning professionals communicate with leaders, provide advice on how to lead during turbulence, and make available rapid skill enhancement. One such area where learning professionals can have tremendous impact is by educating (yes we mean educating) leaders about how much they influence their organizational culture.
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About the Authors
Ed Cohen & Priscilla Nelson, partners at Nelson Cohen Global Consulting ( www.nelsoncohen.com), provide thought leadership and strategic guidance to leaders and companies around the world. They are co-authors of Riding the Tiger: Leading Through Learning in Turbulent Times
(www.ridingthetiger.com) published by ASTD 2010.
Ed has worked in more than 40 countries with organizations including Booz Allen Hamilton, Satyam, Seer Technologies, National Australia Bank, Larson & Toubro and the World Economic Forum. He is the only Chief Learning Officer to lead two companies to ASTD BEST Award #1 ranking; Booz Allen Hamilton and Satyam Computer Services (only company outside United States to achieve this).
Pris has 30 years of experience with Fortune 500 companies around the world. She has received international acclaim for her work in global leadership development, diversity and executive coaching.
“Diversity and inclusion exists when members of an organization act in a manner that recognizes and respects individual similarities and differences such that employees feel they and their work are valued and meaningfully contribute to the mission of the organization.”
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At times, organizations undertake ‘bet the company’ projects, initiatives so risky because of their sheer size, strategic importance, and/or operational impact that the project’s failure could bankrupt the company. ‘Bet the company’ projects necessarily demand heightened management awareness and focus, however, excessive diversion of leadership’s attention to these types of projects and away from others and/or day-to-day operations could also jeopardize the organization.
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