COVID-19 continues to upend our daily lives. Hundreds, if not thousands, of people die daily, millions of jobs are lost weekly, and people continue to adjust to a new world. So much has changed within the past few months. It is fair to ask if people are changing too. We examined this question empirically using personality and values assessment data collected over the past 15 months.
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The quality of people’s lives depends on their careers. The quality of people’s careers depends on the organizations in which their careers are embedded. The success of these organizations depends on their leadership. The effectiveness of the leadership depends on the characteristics of the people in leadership roles. Ultimately then, personality drives leadership, leadership drives organizational performance, and who is in charge matters greatly for the fate of organizations and the people in them.
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Hogan Assessments is proud to introduce the official Hogan WeChat account. Used by most companies with a footprint in the China market, WeChat is a multipurpose app developed by Tencent with more than one billion active users who span the globe.
Hogan’s WeChat account will feature unique articles, written in Simplified Chinese, about Hogan and personality assessments with the goal of educating the China market and Chinese audiences about the Hogan’s talent management solutions.
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At Hogan, we define leadership as the ability to build and maintain a high-performing team. And high-performing teams consistently outperform the competition. You want your team to be one of those, right? We don’t know what impact the current pandemic will have on our businesses, but we do know that high-performing teams are critical to our success.
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Working from home is a not a new experience for many employees. In the United States, 50% to 70% of jobs can be done from home, but the number of remote workers is actually much lower. This trend is mirrored around the globe. That is, the actual number of remote workers trails the number of jobs that can be done remotely. At least, this was the trend before the current situation we find ourselves in with the COVID-19 crisis. What we have seen recently is that the COVID-19 pandemic has forced many workers and organizations to officially make the shift to a remote working environment.
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As governments around the world are under increased demands to reopen, leaders everywhere are making decisions in the face of staggering uncertainty and conflicting information. In many ways, the decisions that first closed down businesses and quarantined cities, although certainly difficult, were much easier exercises in short-term decision making and execution than those that leaders will have to make for the longer-term journey.
And now everyone is asking, what will this “new normal” look like?
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Due to the current COVID-19 pandemic, Hogan Assessment Certification Workshops are now offered virtually using Zoom. In the wake of the pandemic, the Hogan Global Learning team quickly transitioned its previously scheduled in-person workshops scheduled through June 30 to the virtual platform, and the feedback from participants has been overwhelmingly positive. Here are some of the responses Hogan has received via post-workshop surveys:
“The flexibility of being able to attend online was a real bonus, especially considering that I needed to get the information quickly. Brandy and Jackie did a great job leading virtually.”
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The world of work, and our individual and collective place in it, has been continually shifting over the past hundred years. But with the current unprecedented global disruption, these shifts have become dramatic and jarring, seemingly redefining weekly what it means to work. Employee motivation has been thrust into the spotlight, and for good reason. People’s motives affect, at conscious and unconscious levels, the way they make sense of and respond to the world around them.
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Since the outbreak of COVID-19 became a serious health threat all over the world and everyone was forced to lock up at home in self-quarantine, it was clear that everyday routine – going to work included – was abruptly interrupted for an indefinite period of time.
In this moment of discontinuity and need to forcedly reorganize our own daily activities, many of us have started reading, studying, participating in trainings – activities that until this very moment have been frequently neglected – to fill up all that time that suddenly is free.
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I was talking recently with a very smart psychologist about IBM; I noted that IBM’s stock has gone down steadily for the past six years, and he said: “IBM is well managed but poorly led.” This perceptive observation assumes that managers’ jobs change as they move from supervisor to manager to executive. I have always thought that leadership is the same at any level, but many people believe that the roles of managers, and the competencies needed to perform in those roles, change as they advance in organizations. I know little about this, so I asked Rob Kaiser and, as usual, he was helpful—in part because he organized an entire issue of The Psychologist-Manager Journal (2011, Volume 14) on this subject.
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