INSPIRATION
06
77 percent of employees believe
implementing new technology will
improve their work experience. But being
technologically savvy begs the questions:
how can today's leaders create the buzz
and the zing for employees who need
that extra connection? Here, we explore
how traditional leadership needs to adapt
across the automation industry to enable
us all to meet the needs of our customers
while truly engaging all colleagues,
wherever they are working.
Aleksandra Laskowska (AL): The
coronavirus pandemic has challenged
people's attention. What have recent
global upheavals revealed to those that
are responsible for company direction,
people engagement, and performance?
Alex Martin (AM): The pandemic has
not only changed the way people and
leaders work, but it has also highlighted
some serious questions about the kind
of leaders we need to thrive in the postpandemic work landscape. Questions
about our leaders such as: 'Who are they
and what do they really stand for? Do
they really care about me or are they
just interested in the numbers?' Changes
in technology and the way people work
have visibly shifted, though this shift has
been accelerating for at least 10-12 years.
The current pandemic and technological
advances are pushing leaders to the limits
of their current capability when it comes to
truly communicating with people.
AL: The use of smartphones and other
video calling tools have really opened our
work and communication space. How have
leaders reacted to this 24/7, instant, almost
impossible-to-manage and increasingly
disconnected communication explosion?
AM: The real questions you want to ask
here are 'How are leaders working to
ensure colleagues both hear and gain a true
sense of what leaders stand for?' and 'Do
colleagues really feel the care, energy, and
charisma a leader needs to demonstrate to
really make those connections and inspire
us to trust them?' There is a sense that
some leaders are stuck behind their screens
focusing on using the technology to tell us
what they want us to know. They inform us
with 'the numbers', endless PowerPoints,
and uninspiring data showing we must
work harder, irrespective of our current
work limitations, family circumstances,
health concerns or travel restrictions.
Current and prospective employees are
demanding more from companies, both in
terms of the level of support, and the style of
leadership driving the business. Attracting,
retaining, and developing the best people is
a true business challenge we are all facing
today more than ever.
AL: How does Swisslog put words into action?
AM: As a progressive employer, Swisslog
has recognized the changes COVID-19
has accelerated and has introduced Smart
Working; a flexible approach to where and
when Swisslog colleagues work. This new
policy is firmly based on our customer's
needs, the overall business requirements,
and the changing needs of our colleague's
individual circumstances. It aims to provide
flexibility aligned with the continuing aim
to consistently deliver on our business
commitments, while offering colleagues some
level of flexibility in where and when they
work. Though it is a positive step forward
it is not intended as a solution for all the
challenges of flexible working. Not everyone
will be able to take part, as we have some key
customer projects which currently would not
benefit from this approach.
Smart Working brings with it both
opportunities for the business and
VIRTUAL LEADERSHIP
SAME PEOPLE,
NEW PARADIGM