In addition to resilience, our faculty and alumni offer their insights into effective strategies for leadership during times of change:īe authentic: “Leaders need to share more about who they are and how they are working through these tough times, rather than trying to appear infallible,” Curry Smith says. Run the plays, then pivot based on results of your small tests.
“Three of the key practical strategies that we have focused on in 2020 are to intentionally challenge ourselves to demonstrate grit, intellectual curiosity, and agility. “The current climate created significant challenges on all fronts, but also opened up some new opportunities,” he says.
Emmanuel Legbeti, MBA '09 Emmanuel Legbeti, MBA '09Įntrepreneur Emmanuel Legbeti, MBA ’09, managing partner at Acretiv Partners and founder of GoalSeek Inc., launched a child-safety product with his wife, Amanda, called Glider Skirt during the heart of the pandemic - a decision that certainly required some resilience. This includes being personally emotionally healthy through exercise, sleep, and connections with others, as well as engaging in healthy conversations about emotions with others, such as taking the time to regularly acknowledge the emotions present in your team and helping everyone to reappraise situations to see positive pathways forward,” Greer says. “Resilience is improved through activities which support healthy emotion regulation. The Sanger Leadership Center has launched a new leadership self-coaching platform, the Sanger Journey, for people to find ways to help coach themselves in their leadership skills during these times. “This can include consistently working to adopt a growth mindset in yourself and with your team. “Creating resilience in yourself and your team is so important to manage change,” Greer says. Resilience is improved through activities which support healthy emotion regulation. Michigan Ross Professor Lindy Greer, faculty director of the Sanger Leadership Center, says that resilience is one of the most important leadership capabilities in these moments of tremendous disruption. Leading in times of great change challenges all of us to be at our very best. Lindy Greer Solutions, strategies, and advice I am managing through it by exercising lots of self-care and leaning on faith, family, friends, and colleagues."
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But I also had to show up every day as a leader in this space to help other business leaders and employees handle everything they were feeling and experiencing inside and outside of the workplace - and to help shape organizational strategies on how to drive systemic change. "As a Black woman in America raising a 10-year-old Black son, it was personally difficult for me to experience the trauma of this happening once again. I also had to show up every day as a leader in this space to help other business leaders and employees handle everything they were feeling and experiencing inside and outside of the workplace. Then, in the wake of George Floyd’s murder, the conversations turned to racial, social, and economic justice and inequality. Initially, I was helping leaders think through how to handle the impact of COVID-19, particularly given its disproportionate impact on underrepresented and marginalized communities. Tamika Curry Smith, BBA ’95, president of The TCS Group Inc., recalls, “As a diversity, equity, and inclusion executive, I’ve been on the front lines since COVID-19 hit. In the matter of just a few short weeks, we completely changed how our team was working. In the matter of just a few short weeks, we completely changed how our team was working.” Like any business leader, I had to stay abreast of the changing environment and work with my team, and organization, to appropriately transition our focus. I knew changes were needed to remain relevant at a time when donors were going to be more focused on emergency funds and immediate relief efforts. Gary Cates, MBA ’93, chief philanthropy officer for ProMedica, recalls, “As 2020 started to unfold, it became very evident that business as usual in philanthropy was not going to work. The ever-changing information flow and the differences in handling the pandemic, state-by-state and across the globe, has proved to be very challenging. “The ever-changing information flow and the differences in handling the pandemic, state by state and across the globe, has proved to be very challenging.” “One of the biggest challenges has been the constant unknowns of the pandemic - right off the bat, we had to move quickly to make a number of important, often tough, decisions about a situation that none of us had ever previously dealt with,” says Jennifer Sherman, BBA ’86/JD ’89, president and CEO of Federal Signal Corp. A year of challenges Jennifer Sherman, BBA ’86/JD ’89
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