From Interruption to Disruption
Inclusion Part 3: Leadership Challenges and Opportunities of Working Virtually
April 8, 2020
Covid-19: Five Principles For Managers Leading Remotely, and the First One is There Are No Rules!
April 13, 2020
Context and Leadership Principles COVID-19 From Interruption to Disruption
Viewing COVID-19 as a temporary (albeit extended) interruption to endure, after which things will return to normal, will rob us of a rare, perhaps even unique, opportunity to learn.
As we become accustomed to new ways of operating in response to COVID-19, leaders must discover how to navigate this extended period of continuous disruption and rapid change.
Episodes and cycles of this nature (although hopefully not of this scale) are set to become more frequent as we move into and learn to operate in increasingly complex environments.
This is not an unpredicted, one-off occurrence, rather it is shining an uncomfortably bright light on the impact of global social and political issues. It is also illuminating the kinds of challenges organisations will need to become adept at managing to both survive and thrive over the coming years.
When viewed from this context, we have a unique opportunity to rapidly develop individual and organisational capabilities both to ‘humanely navigate’ the current situation and to learn how we can operate effectively in this emerging new world.
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JMJ works with clients around the world, transforming cultures to unlock human performance. Contact us today to learn how we can collaborate together to help you transform your leadership approaches to inclusion and diversity, creating an environment where people adapt, grow and flourish.
Bunkering down and attempting to control things until they return to normal will limit our ability to serve people well and will rob us of the unique opportunity to develop personal and organisational capabilities
As we become accustomed to new ways of operating in response to COVID-19, leaders must discover how to navigate this extended period of continuous disruption and rapid change. Episodes and cycles of this nature are set to become more frequent as we move into and learn to operate safety leadership in increasingly complex environments.
Gill designs and delivers bespoke change programs for large complex organizations and works as a strategic partner with C-Suite clients. She is passionate about developing leadership capability and culture and believes that the voice and tacit knowledge of the front line are strategic cornerstones for the prevention of accidents.
Her work in high-hazard industries focuses on enabling safety as a driver of broader organizational change. Gill has a significant interest in major accidents and is working to ensure the learnings from high-hazard industries are applied, following the Grenfell Tower fire (the largest fire in the United Kingdom since 1945, tragically killing 72 people).
Gill works across sectors including oil and gas, project management, mining and pharmaceuticals. The scope of her work ranges from executive coaching, to strategy and values deployments, to large scale strategic safety leadership and culture programs.
A sought-after speaker, she has been a guest on the BBC’s “Today” program. Gill frequently publishes papers, including for Cambridge University’s Bennet Institute of Public Policy and the London School of Economics. She hosts a blog ‘The Grenfell Enquirer’ to enable and encourage authentic debate and learning and has recently been commissioned to write a book on systemic change.
Her views are sought by civil servants, academics, regulators and policy think tanks. Gill is both a consultant and an executive coach – working with individuals and teams.
She attended the University of Natal with an Honors in Business Administration (cum laude) and is a qualified executive coach.
Gill Kernick
Gill designs and delivers bespoke change programs for large complex organizations and works as a strategic partner with C-Suite clients. She is passionate about developing leadership capability and culture and believes that the voice and tacit knowledge of the front line are strategic cornerstones for the prevention of accidents.
Her work in high-hazard industries focuses on enabling safety as a driver of broader organizational change. Gill has a significant interest in major accidents and is working to ensure the learnings from high-hazard industries are applied, following the Grenfell Tower fire (the largest fire in the United Kingdom since 1945, tragically killing 72 people).
Gill works across sectors including oil and gas, project management, mining and pharmaceuticals. The scope of her work ranges from executive coaching, to strategy and values deployments, to large scale strategic safety leadership and culture programs.
A sought-after speaker, she has been a guest on the BBC’s “Today” program. Gill frequently publishes papers, including for Cambridge University’s Bennet Institute of Public Policy and the London School of Economics. She hosts a blog ‘The Grenfell Enquirer’ to enable and encourage authentic debate and learning and has recently been commissioned to write a book on systemic change.
Her views are sought by civil servants, academics, regulators and policy think tanks. Gill is both a consultant and an executive coach – working with individuals and teams.
She attended the University of Natal with an Honors in Business Administration (cum laude) and is a qualified executive coach.
