Managing Through a Pandemic: Strategies for Planning, Implementing and Dealing with Organizational Changes

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Category managing through a pandemic, managing your company through the coronavirus pandemic, coronavirus (covid-19) business impact

Deadline: June 16, 2020 | Date: June 16, 2020

Venue/Country: Online, U.S.A

Updated: 2020-05-18 18:52:28 (GMT+9)

Call For Papers - CFP

In this time of COVID-19, or any major disruption, the outcomes for an organization and its people are uncertain. Organizational change management best practices still apply. In addition, all managers, no matter what level of the organization, have five requirements that must be fulfilled to be effective for leading through a pandemic. They apply, perhaps in different ways, but they are more important than ever to manage the impact of change management.

WHY SHOULD YOU ATTEND

Managers, those with accountability for managing teams face uncertainty whether they are the head of the organization or managing front line workers. People want answers and certainty, but the answers do not exist. In this webinar we address strategies for managing your company through the corona virus pandemic, helping your team members cope, and how to stay focused and productive at work.

AREAS COVERED

There is so much information about COVID-19 coming from so many sources. There is very little about managing through such an unprecedented time of turmoil. Whether you are a CEO/Owner, Executive or Manager, your team members look to you for guidance.

Every situation is unique in so many ways. There is no magic formula. For most businesses, revenue has dried up. Expenses continue. The duration of disruption is unknown. And the recovery rate is uncertain.

How does one manage in such circumstances, whether it is an organization, a department or a team?

The core principles for the best practices of change management still apply.

In normal times, when there is a change, the executive and managers can expect resistance. In normal times, the desired organizational outcome is known, and we manage a change process to get there.

The big difference now, in these days of COVID-19, is that the executives and managers do not know the organizational outcome. Instead of trying to introduce dissonance, we are all living in a state of dissonance.

All managers, no matter what level of the organization, have Five Requirements that must be fulfilled to be effective while managing through a pandemic.

LEARNING OBJECTIVES

• Coronavirus (COVID-19) business impact

• How to use organizational change management best practices in times of turmoil

• Introduction to The Five Requirements of Effective Managers™

• How the 5 requirements change in times of turmoil

WHO WILL BENEFIT

• Directors (managers of managers)

• Executives

• Managers

• HR Professionals

• Owners or CEOs of SMEs.

SPEAKER

Years of Experience: 25+ years

Areas of Expertise: Performance Management, Accountability in the Workplace, Leadership and Organizational Development

Using his experience as a manager, executive, and management consultant, Dwight helps heads of organizations and executives maintain the balancing act required to maximize their organizations’ performance. Using every-day language, he translates complex concepts into meaningful action that they can apply immediately. He has worked in a broad variety of organizations and situations around the world.

Dwight is the Founder and President of Effective Managers™, a management consulting firm based in Canada that provides services globally through a network of consulting firms. In 2013 Effective Managers™ partnered with the Telfer School of Management at the University of Ottawa to conduct groundbreaking research on understanding the dynamics of manager effectiveness in the workplace. The results of this work led to the development of virtual assessment tools to help heads of organizations identify root cause issues that impair top performance. He has also developed The Effective Point of Accountability® framework that provides an organized set of clear, definable standards of managers’ performance. Numerous organizations currently use these tools to improve accountability. This leads to more focused work throughout the workplace. It also helps to break down silos by providing clear accountability for the collaboration that enables work to flow smoothly across the organization.

Dwight earned an MBA from the University of Ottawa, where he also served as the Director of the Dean’s Advisory Board at the Telfer School of Management. In 2013, Dwight was inducted as an Honorary Member of Beta Gamma Sigma by the Telfer School of Management, the highest honor a business student can receive through an AACSB accredited university. Dwight is the Chair of the Board of the International Council of Management Consulting Institutes (ICMCI) and holds the CMC professional designation. In 2018 he was recognized as a Fellow CMC by his Institute, and is also a Fellow of the Business Excellence Institute.

An author of many papers and publications, Dwight has published The Effective CEO: The Balancing Act that Drives Sustainable Performance, a book that explores the key functions that CEO’s must execute to be successful.

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