4. Defining your vision

Is your vision clear to you? This would be our first question. Where do you want to go in two years that will come next (Or a period of time that works for your company!)?

The uncertainty you experience as a manager is sometimes described using the acronym VUCA (volatile, uncertain, complex, ambiguous). VUCA circumstances have been present for some time. This has been accelerated and made more difficult by the pandemic. There are numerous concerns, and it is unclear how these issues interact with one another. Since your team is dispersed and communicating with you in a variety of methods, how can you develop a vision in a complex world?

In order to aid in creating a vision, we can try these three approaches:

5. On-the-job training

“Using the best of both worlds” is considered the solution, in our opinion. Consider the sharing of incidental information as an illustration. According to Charles Bristow, a senior trader at JP Morgan, “[During the pandemic] ... the Wall Street banks kept more teams in the office, so they seem to have done a lot better than Europeans.” He adds, “That may have been due to malfunctions on home-based tech platforms. But Beunza attributed it to something else: in-person teams had more incidental information exchange and sense-making, and at times of stress this seemed doubly important.”

Those on your team will gain knowledge and strength as they work together. Based on our opinion, some conversations should still ideally be conducted face-to-face for the time being. This narrative also shows how some virtual experiences are becoming more inclusive. A training program designed for those in the room has (hopefully) been left in the BC (before Covid) era. This attendee was the token audio conference attendee who was largely disregarded.

we can try these strategies to support learning on the job: