A few months ago, when we talked about VUCA environments we had to resort to distant examples of North American companies -they play so much when we want to explain something-, but they always lead us to the same conclusion: "Now, but that is not what I live in my work."
After the arrival of COVID-19, this has been forgotten. Now everybody We already have a close and tangible example to turn to to explain and understand what this is about management of uncertain environments. And it is that in a context in which the capacity and agility of response is key and in which we have to live without the ability to find excuses or comparisons with recent pasts, change and adaptation to it has become the norm.
And what is clear is that this uncertainty will not be temporary. The current situation will generate a series of changes that, in turn, will create others that will trigger a loop of continuous change. This is what we mean when we talk about the VUCA environment.
It can give a little vertigo, yes, but we have to prepare and adapt in an agile way. And it is that we can no longer have a long-term strategy or a very marked map of our path, but we will have to train ourselves to build it little by little. Therefore, we must replace this map with a compass that shows us the direction, and not so much the places we want to get to.
But just as not everyone knows how to read and interpret the maps that have helped us in other stages, guide with the compass to avoid losing direction is not easy. And that is just the profile that will demand the most in our companies: the people who guide us.
The new leader, much more than a boss
These last months have served to understand the difference between boss and leader. And, if we have been able to do anything Check in the first person, is that "not all bosses are leaders, nor all leaders of our companies are bosses."
Al talk about leaders It happens to us, as I said before, that we think of famous, differential people, pioneers who have created their companies, politicians, elite athletes…. But no one from our environment comes to mind.
Same because the word "leader" is associated, in the vast majority of occasions, to success, influence or being someone differential. However, for me, Being a leader is being someone to whom the people in your environment listen, pay attention to him, come to him / her to present their problems or situations or someone with whom we want to be and share things. Of these, without a doubt, we have many more examples in our environment.
I am very lucky to be surrounded by leaders who inspire me, teach me, and share their experiences and knowledge. Recently, one of them recommended a book that has become a "reference". Is about "The resonant leader creates more" Goleman, Boyatzis and McKee. And without wanting to tell you much, I think the title itself is already inspiring.
The 10 key qualities to be a reference
I feel that a good definition of the leader is his ability to resonate, that is to say of reaching people, emitting their waves to inspire and improve their environment. In short, to be a reference. But what qualities must leaders possess to be references?
R esilientes - They adapt and assume change as a way of life, helping their environment to do it in the same way. They don't look for excuses, they look for answers.
E sympathetic - They understand the emotions and attitudes of their environment and take them into account, actively listening to contribute from the needs of each person.
F acyliners - In many cases, the answers have to come from who asks the question or the doubt and, for this, it has to be easier than giving the answer.
E rationally intelligent - They get to know each other emotionally and manage their own emotions to know and manage emotions that they generate in others.
R resonant - They generate influence, amplifying and generating more references.
E nergetic - They are poles of energy that can be transmitted and amplified. Proactivity and brightness in the eyes are clear samples of these energy sources.
N atural - They are genuine; No one can be a reference with a face mask or imitating the behavior of others. Naturalness is the basis for trust and this is key to being someone to whom others turn.
T imoneles - In times of uncertainty - and these will be the norm - most look for people who will calmly guide the boat or, at least, help from their role to guide it.
E links - They serve as a transmission belt and link people to achieve goals.
S port - They are those who lift the spirits, remember the purpose, drive, comfort, listen, develop or simply are present.
Count on these 10 qualities is what will make the leader a true benchmark. A key figure that, without a doubt, will be necessary for any company. And it is that without these people no company will be able to guide itself among the waves that are yet to come in an uncertain future and more volatile than ever.
Ultimately, anyone can be a reference, since it does not depend on the position you occupy, but on whether you comply with these key characteristics to face the change and uncertainty that we will have to manage in the present and, above all, in the future.