Construction World September 2022

MARKETPLACE

RETHINKING LEADERSHIP IN THE POST-COVID ERA

Being a good boss is hard. In fact, a study by Gallup revealed that only 10% of people have the innate traits required to become good leaders. “Fortunately, these skills can be learned,” says Sarene Nel, Managing Director of Tétris Design and Build South Africa .

a predicament, with managers and business owners struggling to understand why and how to stop this. South Africa is also experiencing this phenomenon, albeit at a different rate, with mainly highly skilled workers migrating away from salaried jobs and joining the gig economy or consulting on their own terms. “Leaders need to respond to these changes in order to retain talent, attract new talent and revive a stressed and exhausted workforce in the post-pandemic era,” says Nel. However, managing change is a challenge, “Managers play a vital role in keeping employees happy and engaged, but this has become more difficult with employees working remotely or adopting flexible working hours,” she says. Nel shares some leadership advice for the much-changed world we now inhabit: • Be authentic A good leader is transparent and honest in all relationships in the workplace. “Be your true self. Not all managers are the same, and that is fine. Admit to your shortcomings and mistakes – this will go a long way in showing your team that you are willing to grow and learn with them. • Get your hands dirty The days of sitting in your corner office issuing orders are long gone. The modern leader is an active member of the team and willing to do any job that is required, not just what is in their job spec. “By doing this, you reveal your human side, making you more approachable and understanding of the day-to-day challenges and tribulations faced by the team,” says Nel. • Create a welcoming workspace With the traditional workspace and work hours a thing of the past, Nel believes in creating an enticing space away from home where people can connect and collaborate, with focus areas for those who are unable to do focused work at home. “Incorporate spaces that facilitate working together and those that allow for quiet work. Include comfortable furnishings, quiet booths, relaxation rooms where people can socialise, and conveniences like good coffee to entice employees back. Ultimately, an office must be a space that resonates with people and inspires them professionally.” • Provide incentives

A s we return to the office full time, continue to work remotely, or adopt a hybrid of both approaches, one fact remains – COVID-19 and the restrictions it brought significantly transformed the way we work, where we work, and how we feel about work. In what is being labelled the Great Resignation, a record number of employees have resigned in the US amid the COVID-19 pandemic, with more than 19 million workers having quit their jobs since April 2021. This has left many companies in

While extra remuneration is always appreciated by employees, this is not always possible. Leaders also need to find other ways to show

appreciation and strengthen relational ties with people. “At Tétris we offer half day vouchers after periods of hard work or extreme stress, which employees can cash in whenever they need some me time to recharge. We find that time has become extremely important to people and is often seen as equal to monetary rewards. We also host special awards events to thank the team.”

“Leaders need to respond to these changes in order to retain talent, attract new talent and revive a stressed and exhausted workforce in the post-pandemic era.”

10 CONSTRUCTION WORLD SEPTEMBER 2022