in

A leader’s guide to practicing deliberate calm in times of transition

Harmony Internal - McKinsey

Share this email

ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

The end of one year and beginning of another is often a time of transition and renewal—a time for looking ahead, setting goals, and rethinking priorities. In a business environment that has thrown us no shortage of volatility, uncertainty, and unfamiliar obstacles to overcome, the time is ripe for reflecting on how we think, act, and lead. Whether you’re a new or seasoned executive, these perspectives can open the door to more effective ways of leading, especially in times of trial or change. Here’s to bright and fruitful days ahead.

AN IDEA

Image of a person emerging from a dark forest into the light

Practice deliberate calm and dual awareness

McKinsey expert Jacqueline Brassey , senior partner Aaron De Smet , and alumnus Michiel Kruyt say that pausing to understand the connection between self- and situational awareness can help us “learn, change, and adapt when it’s the most important and hardest.” Their new book, Deliberate Calm: How to Learn and Lead in a Volatile World, provides a tool kit to help leaders navigate these situations. While it’s easy to react impulsively or fall back on old methods to solve new problems, practicing dual awareness and deliberate calm can lead to adaptive behaviors and outcomes that are three times better, and a seven-and-a-half times improvement in well-being. The good news is there are many ways to build these skills in low-stakes settings, so you’re prepared when the pressure is high. “The phrase ‘corporate athlete’ sometimes comes up in our conversations,” Brassey says. “It’s the same as anybody who wants to train for a marathon or for some high-level sports. You don’t do that overnight. You practice.” Likewise, recovering like an athlete will replenish your resources.

A BIG NUMBER

43%

That’s the number of respondents who said their organizations provide employees with guidance and support through their role transitions, according to a 2021 survey by the Institute for Corporate Productivity. The survey also found that 64 percent of companies have recently or are currently undergoing culture changes, including shifting leadership positions. This Harvard Business Review article outlines actions leaders in transition can take to succeed in their new roles and prevent negative ripple effects on their teams, including disengagement and lower levels of performance.

A QUOTE

“Every leader in their lifetime goes through a crucible. I think leaders have to deal with their difficult times. That’s when you deal with your dark side. That’s when you find yourself and come face to face with the real you.”

That’s Harvard professor and former Medtronic CEO Bill George on leading successfully in a disruptive era. In this Author Talks interview with McKinsey, George discusses his book True North: Leading Authentically in Today’s Workplace, Emerging Leader Edition and the emotionally intelligent leadership that requires taking the time to develop self-awareness and discover what your true north is. “You have to have passion for the business, compassion for the people you’re serving, empathy for your employees, and most of all, you have to have courage,” he says. “If you think about those qualities … those are all matters of the heart.”

A SPOTLIGHT INTERVIEW

Understanding yourself is key to the thesis of Columbia professor Hitendra Wadhwa’s book, Inner Mastery, Outer Impact: How Your Five Core Energies Hold the Key to Success. In this Author Talks interview with McKinsey partner Tiffany Vogel , Wadhwa explains that inner success and outer success don’t have to be at odds with each other; when you approach them the right way and avoid self-defeating mindsets, a “beautiful point of confluence” emerges. “We play our best outer game when we learn to play our best inner game,” Wadhwa says. He advises: “Pay heed to your inner experience. What are the moments and practices and who are the people who make you feel most connected with the peace, joy, love, and wisdom that exist at the very core of your being? … Now, ask yourself, ‘How can I create this state on demand in the middle of my daily battlefield—even amid defeat or struggle ?’”

RESET AND RENEW

Digital illustration of a person picking flowers from a tree

The transition to CEO is one that leaders can’t fully prepare for, but it can be a catalyst for personal and institutional renewal. Despite averaging 24 years of work experience heading into the CEO role, a third to half of new CEOs are deemed to be failing within their first 18 months. In this McKinsey Quarterly article, McKinsey senior partners Carolyn Dewar , Scott Keller , Vikram Malhotra , and Kurt Strovink outline four keys to success during this transition, and executives from leading companies offer their individual perspectives on institutional focus, listening, first impressions, and big moves. And in another article, McKinsey’s global leaders of capabilities and industries, Homayoun Hatami and Liz Hilton Segel , identify six priorities that matter most to CEOs to help guide you into 2023.

Leading Off is taking a year-end break and will be back January 9, 2023. Stay tuned, and thanks for reading.

Lead calmly through change.

— Edited by Dana Sand, editor, Columbus

Follow our thinking

Share these insights

Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.

This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.

You received this email because you subscribed to the Leading Off newsletter.

Manage subscriptions | Unsubscribe

by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:27 - 19 Dec 2022

Archives

in

info@learn.odoo.com

โปรดติดตามการประกวดคริสต์มาสสีเขียว!

Limited Time Offer! Get Sangoma Free PBX Everything Bundle for Free

A leader’s guide to practicing deliberate calm in times of transition

Practice deliberate calm and dual awareness

“Every leader in their lifetime goes through a crucible. I think leaders have to deal with their difficult times. That’s when you deal with your dark side. That’s when you find yourself and come face to face with the real you.”

Archives

in

info@learn.odoo.com

โปรดติดตามการประกวดคริสต์มาสสีเขียว!

Limited Time Offer! Get Sangoma Free PBX Everything Bundle for Free

A leader’s guide to practicing deliberate calm in times of transition

﻿Practice deliberate calm and dual awareness

“Every leader in their lifetime goes through a crucible. I think leaders have to deal with their difficult times. That’s when you deal with your dark side. That’s when you find yourself and come face to face with the real you.”﻿

Practice deliberate calm and dual awareness

“Every leader in their lifetime goes through a crucible. I think leaders have to deal with their difficult times. That’s when you deal with your dark side. That’s when you find yourself and come face to face with the real you.”