Leadership mindset shift is needed in the post- Covid era

A shift in leadership mindset from reactive thinking to uncertainty to proactive innovation to drive businesses is also occurring.

As a result of the epidemic's exceptional challenges, leaders found themselves reacting to crises as they arose, dealing with instances. The goal is to promptly handle the difficulties that arise in order to keep the firm afloat. This is the standard reactive thinking technique. Leaders must transition from reactive to innovative thinking as they enter a new normal, recover from the epidemic, and accelerate development.

From reactive to innovative thinking

Reactive leadership describes a leader's problem-solving strategy, which includes a proclivity to consider solutions based on forecasts, scenarios, and process-oriented judgments in order to accomplish the intended outcomes. Most leaders (70 to 80 percent) are leading with a reactive mindset, according to research by leadership development experts Bob Anderson and Bill Adams.

The benefit of this approach is the quickness with which it solves problems, keeps the business going, and builds team trust. However, each stage of the business necessitates a distinct leadership orientation and way of thinking. To speed development, the attitude must be more receptive to innovation in order to create exceptional value.

Innovative leadership is defined by inventiveness, a willingness to try new things, and a sense of the times in order to increase the organization's adaptability and flexibility in the face of change. Creative leaders are more future-oriented, continually looking for innovative ideas in the face of scarcity and turbulence, and they take genuine action to bring that vision to life over time.

Leaders who choose this approach focus on team growth, empowerment, a clear vision and goals, and a proactive willingness to adapt to change. In a company climate that promotes innovation, originality, attractiveness, agility, and flexibility, such an approach is regarded a basis for business development.

The distinction between these two techniques is leadership's proactive thinking, which involves mastering the issue based on the organization's clear vision and development goals. The transition from reactive to inventive thinking is divided into two parts.

First, leaders must manage their emotions and shift their thinking from fear to clear goal-driven growth. Leaders will have solutions and initiatives in an organization that encourages experimentation and creativity in activities if they focus on goalability with a desired future of progress.

Second, the shift in mindset should happen from the inside out, with a focus on building organizational capability with key human resources in order to adapt well to the market.

Solution direction

When facing with the problems of post-COVID-19 business development in terms of markets, customers, staff, executives must examine a variety of factors, including:

First, business executives concentrate on the creation and strong administration of the ecosystem in order to provide exceptional value to customers. The contemporary business trend stresses collaboration; organizations must stand between complementing connections, bringing value and strength to all parties involved. Customers, suppliers, distributors, and government organizations are all part of the ecosystem. By creating and strengthening relationships with a range of suppliers and treating them as vital strategic partners, a good ecosystem helps solve transportation and supply chain difficulties.

Enterprises have the initiative in materials, transportation, and cost optimization while developing an ecosystem based on the spirit of cooperation, trust, and sharing values according to common principles to increase company performance in a mutually beneficial, long-term environment.

Second, executives must have a more inventive mindset, eager to experiment with new tactics and business models in order to adapt to the digital world. Because, in the face of the unavoidable trend of digital transformation, altering strategies and business models provides successful revenue growth, this is the emphasis for the company's future development. New business models and strategies are based on customers' demands and pain spots, and they tackle their hidden problems to produce the correct value proposition, resulting in effective products and services.

Building a new strategy and business model, on the other hand, does not imply discarding the previous one. Leaders must think in parallel while retaining and leveraging strengths and advantages, as well as focusing on innovation to discover new prospects based on stimulating creativity, organizational capacity, and human resource development.

Third, executives must concentrate on human resources related to knowledge growth, employee experience, and customer experience. Human resource challenges put firms under a lot of stress. Due to a scarcity of qualified and sufficient human resources to satisfy the demands of the digital ecosystem, organizations must manage and create exceptional experiences. Training and exchanging knowledge, skills, and experiences among individuals will strengthen the team's capability by focusing on governance and increasing the organization's knowledge capital.

This fosters team development and contributes to the establishment of a recruiting brand that attracts top people. As the team's talents grow, the value they provide to customers will improve, resulting in a more positive experience. Simultaneously, organizations must be able to view the customer experience journey map in order to develop an effective plan and manage touch points.

Businesses have now entered a new phase with the goal of rapid recovery and development. This aim is accompanied with difficulties from both the external and internal environments of the corporation. The first factor in overcoming this difficulty is a shift in the leader's mindset, prioritizing innovation and adaptability in operations. Then there's the effort to find solutions to the root of the problem, not just to solve immediate problems but to dive deep into the roots, laying the groundwork for the business's long-term success.