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Future Leadership Skills with Dave Ulrich

Dave Ulrich is an expert in organizational leadership, talent management, and HR. He identifies 10 emerging leadership skillsets for the future based on the current COVID-19 pandemic and economic crisis. These include navigating paradoxes at work, ensuring guidance through data-driven decision making, bolstering employee engagement through meaning, growth and belonging, developing soft skills like communication and relationship building, integrating technology and digital skills, demonstrating learning agility, strengthening others through personal strengths, and taking ownership of one's career. Ulrich believes the crisis presents opportunities for organizations to reinvent and reimagine their operations.

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Umang Srivastava
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536 views2 pages

Future Leadership Skills with Dave Ulrich

Dave Ulrich is an expert in organizational leadership, talent management, and HR. He identifies 10 emerging leadership skillsets for the future based on the current COVID-19 pandemic and economic crisis. These include navigating paradoxes at work, ensuring guidance through data-driven decision making, bolstering employee engagement through meaning, growth and belonging, developing soft skills like communication and relationship building, integrating technology and digital skills, demonstrating learning agility, strengthening others through personal strengths, and taking ownership of one's career. Ulrich believes the crisis presents opportunities for organizations to reinvent and reimagine their operations.

Uploaded by

Umang Srivastava
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Dave Ulrich on 10 emerging leadership skillsets of the future

In conversation with Dave Ulrich on 10 emerging leadership

skillsets of the future


Dave Ulrich, the Rensis Likert professor of business at the Ross School of
Business, University of Michigan and co-founder of The RBL Group. He has
published over 200 articles and book chapters and over 30 books on
organization, talent, leadership, and HR… He edited Human Resource
Management 1990-1999, served on editorial board of 4 Journals, on the Board
of Directors for Herman Miller, and Board of Trustees at Southern Virginia
University, and is a Fellow in the National Academy of Human Resources. He
is sharing with us his perspectives on how HR adds value to the business…

Q- What are the key priorities organizations need to be looking


at right now amidst the COVID-19 crisis and economic
downturn?
Many have said a version of “a crisis is a terrible thing to waste.” The current
pandemic and economic crises affect organizations differently. Some
organizations (often in technology-related industries) are facing dramatic
growth challenges, but most are facing unprecedented disruption and
downsizing. In these crises, all organizations have the opportunity to reinvent
themselves by redefining boundaries of work from a physical place to a set
of shared values, by navigating the paradoxes of work (taking short bold
actions AND ensuring long term vision; caring for the individual employee AND
attending to the organization; diverging for inclusivity AND converging for
focus), by harnessing uncertainty through experimentation and agility, and
by ensuring guidance through analytics that informs decision making
(see [Link]). These crises can be seen as great opportunities to reinvent
and reimagine how organizations operate.

Q- Keeping employees engaged is the biggest priority for


organizations today, how can companies fix it especially in
WFA model?
Employee engagement has a long history from focusing on helping employees
be motivated, feel satisfied, act committed, and have a positive experience. In
today’s more virtual organization settings, the employee experience can be
bolstered by three precepts: believe (help employees find meaning and
purpose from the work they do), become (ensure that employees can learn
and grow from their work), and belong (create positive personal relationships
and organization communities). These three conditions can exist both in
person and virtually. When these three conditions exist, employees can
overcome the pandemic malaise that affects nearly everyone. When employee
experience increases, it has a positive impact on customer experience, investor
confidence, and community reputation.

Q- How can organizations re-strategize their workforce for the


next normal?
When people proclaim that they can define the “next normal” with clarity, they
are likely offering false hope. The pandemic has occurred in ways no one could
have predicted. Yet, we can anticipate some evolving trends the workforce will
likely encounter. Employees will be better off mastering soft skills like
communication, planning, relationship building, information sharing, managing
differences, and decision making. Employees who integrate their work
activities with technology and digital innovations will be more
productive. Employees who demonstrate learning agility to expand their
abilities will be more successful. Employees who know how their personal
strengths will strengthen others will create better organization
cultures. Finally, employees who become “agents unto themselves” and take
ownership and accountability for their career will more likely have higher well
being.

Q- Amidst the present scenarios, what do you see as the


skillsets of the future?
For the last 20 years, we have studied the leadership code in five basic
domains. In this crisis, we have identified 10 emerging leadership skills that
also apply to individuals (see figure):

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