FUTURE READY MANAGER ASSESSMENT While the world was busy flattening the The definition of working remotely Covid curve, Covid-19 has flattened a lot of The brick and mortar world of retail things… The wine and dine style of selling Universities who prided themselves in selecting and teaching only the rich or gifted all are being reimagined! And Corona Virus has been a wake-up call! ● Habits are changing ● Personal and professional aspirations are evolving ● Work and family values are being reinvented And in this global change, businesses and their leadership are going through a permanent change too! Leadership playbooks will need to change! The Jombay Insights team extensively curated opinions from 200+ expert academic and business citations to study what they had to say on the changing leadership playbook. OUR Primary Research 1/ Leading Courageously During a Crisis 7/ Innovate Frugally Through the Crisis 13/ Pragmatism in the Age of Covid-19 - Nancy Koehn, Professor, Business Administration, - Navi Radjou, Innovation & Leadership Author, - Lydia Mageean, Editor, WhichPLM Harvard Business School. Fellow, University of Cambridge, 2/ It Is Your Leadership Moment 8/ 7 Leadership Principles In The Time of Crisis 14/ Lead with Empathy During CoVID Crisis - Michael Useem, Faculty Director, Leadership - John Quelch, Professor of Business - Leslie Hammer, Professor, Oregon University, Center At Wharton School of Business Administration at Harvard Business School Lindsey Alley, Senior Research Associate, Oregon University 3/ Leadership Through CoVID-19 9/ Cognitive Flexibility - Six Intelligences which will 15/ Being a Digital Leader Has Never Been More - Erick J McNulty, Associate Director of the drive Smart Leadership in Disrupted Times Urgent National Preparedness Leadership Initiative (Joint - John Kao, Chairman, Large Scale Innovation, - Scott Snyder, Senior Fellow @Wharton & Partner, Program, Harvard & Kennedy) World Economic Forum Heidrick & Struggles, Yulia Barnakova, Principal, Heidrick & Struggles 4/ Construct: Navigating Through Crisis. 10/ Developing Digital Strategies with “Bottom-Line 16/ Lead with Empathy in the COVID-19 Crisis - Vince Molinaro, Business strategist, author of Obsession” - Leslie Hammer, Professor, Portland State three books, including The Leadership Contract. - Erica Spinoni, Danielle Hernandez, and Philip University, Lindsey Alley, Senior Researcher, Carter - Research Analysts : IDC (International Data Oregon Health & Science University Corporation), Europe 5/ Frugal Innovations - Understanding their role 11/ Leadership in Torturous Times 17/ Leadership Challenges in Remote Work post COVID-19 - Gen. Bikram Singh, Former Chief Of Army - PK Ghose, Former CFO, - Sabrina Helm, Professor, University of Arizona, Staff, Indian Army Tata Chemicals, India Prakarsh Mishra, Strategic Investment Research Unit (SIRU) 6/ Leading with Your Head and Your Heart 12/ Cognitive Flexibility in Crisis 18/ Leading Remotely doesn’t mean Remote - Navi Radjou, Innovation & Leadership Author, - Arts & Science Research Team, University of Leadership Fellow, University of Cambridge, Prasad Kaipa, Miami - Tara Rethore, CEO, Strategy For Real CEO Coach, Ex-Professor ISB OUR Primary Research 19/ How to navigate the transition to remote work 24/ Leading Businesses Through The Crisis 29/ Preparing For The COVID 19 Threat during the COVID-19 pandemic - Rick Eagar, Tom Teixeira, Dr. Karim Taga, Saverio In The Workplace - Anil Menon, MD, World Economic Forum, Kristine Caldani - Managing Partners - Arthur D Little -Yogita Tulsiani, MD and Co-founder, iXceed Steward, Head - Future of Media, WEF (Management & Technology Consulting Firm) Solutions, Global Tech-Recruiter Provider 20/ How the Coronavirus is Already Rewriting 25/ Responding to COVID-19: Lessons From World 30/ COVID-19 Pandemic and the Possibilities The Future of Business HR Leaders of Digital Surge (Diane Gherson, CHRO of IBM, Eric Hutcherson, CHRO of the NBA, Tripti Jha, Global Head of People - Prithwiraj (Raj) Choudhury, Associate Professor, Solutions, Novartis, Bryan Power, Head of People, Nextdoor, Analia MacLaughlin, EVP, People and Campus, PVH Europe, Rich Hughes, SVP and Chief Strategy Officer for Human Capital, United Health - Rahu ‘De, Professor, Information Systems (IS), IIM Technology & Operations Management, Harvard, Group, Simon Brown, Chief Learning Officer, Novartis. Bengaluru, Neena Pandey, IIM Visakhapatnam, - Josh Bersin, HR Thought Leader, CEO, Josh Amy C. Edmondson, Novartis Professor of Abhipsa Pal, IIM Kozhikode Leadership and Management, Harvard Bersin Academy 21/ Is COVID-19 an opportunity to improve virtual 26/ What organisations can learn from past crises and 31/ How To Lead In The Age Of The Corona Crisis leadership? how they can be used to deal with the present one. (Youtube Video Interview) - Deborah Claire Saltman, Professor, Imperial - Kevin Staar, MD, Mulago Foundation, - Ram Nidomolu, Professor of Organizational College, UK. Philanthropist Behavior & Leadership, ISB 22/ Leading from Afar: Managing Remote Employees 27/ Why India Inc Needs To Invest In Resilience 32/ Crisis does not make a leader, it only unveils During Covid-19 - Avik Chanda, Business Advisor, Author - “From the true ones - Kevin Eikenberry and Wayne, Authors, The Command To Empathy: Using EQ in the Age of - Kamal Bali, MD, Volvo Group, India Long-Distance Leader - Rules for Remarkable Disruption”. Remote Leadership 23/ Feeling Like We Belong Even When We 28/ 5 Job Skills You Need to Succeed in the Post 33/ Flexible Thinking and Resilience In Crisis Are Far Apart COVID 19 World - Silja Litvin, Founder, and CEO - PsycApps - Cognizant COVID-19 Perspectives - Agamjeet Dang, Managing Partner - Financial Services, Executive Access Combining the results from our primary research and literature review of 200+ academic and business citations, we derived a list of 16 leadership behaviors that would be critical for success as a manager in a post-crisis economy: Tenacity During Hyper Multi Perspective Strategic Volatility Accountability Thinking Execution Emotional Virtual Coping Cautious Outlook Regulation Empowerment Flexibility Decisional Navigating Learning Practical Agility Ambiguity Agility Orientation Leading With Positive Digital Innovative Empathy Leadership Acumen Mindset We then compiled these 16 RESILIENCE & EMPATHY behaviors to synthesize the CONNECTED LEADERSHIP final list of 6 competencies critical for managerial COGNITIVE FLEXIBILITY success in a DIGITAL DEXTERITY post-crisis economy FRUGAL MINDSET PRAGMATIC ORIENTATION FUTURE READY MANAGER COMPETENCIES “The most sustainable companies are the ones that continually adapt and progress in a shifting environment yet remain steadfastly loyal to their core values. Like a bamboo tree, these agile businesses stay deeply rooted in their essential values so they can bend with the strongest wind but never break.” - Prasad Kaipa, CEO Coach, Ex-Professor ISB JOMBAY DEFINES THIS COMPETENCY AS: RESILIENCE & Ability to demonstrate perseverance and hardiness in ambiguous and EMPATHY challenging situations. Able to seize the narrative at the outset, and be transparent about existing realities. Able to manage stress and quickly bounce back. Able to accept and embrace vulnerability and demonstrate selfless concern for the well-being of others. FUTURE READY MANAGER COMPETENCIES “In tough times, we expect the majority of CEOs to either hunker down or pursue business opportunities. But a few enlightened CEOs will use the framework of wise leaders to empower their employees to tap into their ingenuity and resilience. In the process, they will fundamentally reinvent their companies’ cultures and business models to serve a higher purpose.” - Navi Radjou, Innovation & Leadership Author, Fellow, University of Cambridge, JOMBAY DEFINES THIS COMPETENCY AS: CONNECTED Ability to give team members more control and trust them to manage their LEADERSHIP own schedules. Demonstrate a more hands-on approach to learn about team members' values, interests, strengths, and motivations. Able to make self accessible and available to team members. FUTURE READY MANAGER COMPETENCIES “Cultivating (and listening to) divergent perspectives, exercising intuition in appropriate measure, perceiving weak signals, and conducting mental rehearsals for unimaginable outcomes are all approaches to cultivating contextual intelligence.” - John Kao, Chairman, Large Scale Innovation, World Economic Forum JOMBAY DEFINES THIS COMPETENCY AS: COGNITIVE Ability to let go of past beliefs and experiences, given that most of the upcoming business and customer scenarios will be uncharted territory FLEXIBILITY from a decision making point of view. Able to effectively adapt to a variety of situations and individuals. Able to adapt an approach as the requirements of a situation change. FUTURE READY MANAGER COMPETENCIES “Decisions made and actions taken in trying times resonate far beyond the present. The lessons we can learn and the practices that can be put in place now make our organizations healthier today and better prepared for future turbulence.” - Erick J McNulty, Associate Director of the National Preparedness Leadership Initiative (Joint Program, Harvard & Kennedy) JOMBAY DEFINES THIS COMPETENCY AS: PRAGMATIC Ability to demonstrate intelligent use of resources and not waste self or team's time. Able to deploy an Act-Learn-Plan-Repeat operating model. ORIENTATION Possess a bias toward action, realizing that learning occurs and improvements are made iteratively. Able to self-correct and self-develop,