Leadership in the   NEW NOW 


Although the Covid-19 pandemic has disrupted the nature of work to its core, it has also personified the old proverb ‘There is a silver lining to every dark cloud’. Situations like these put us in a new environment that calls for newness. New perception. New approach. New skills.

And while the world looks forward to Covid-19 to be completely eradicated, uncertainty will stay with us for a while. This makes defining the ‘new normal’ more than difficult. The transition from working in a physical office to working from home has given rise to digital nomads exponentially.

So, amidst the anxiety and settling to the new normal; there is a need to shift from crisis response to rethinking about our role and what the organization needs in the longer term.

Experiencing change in our professional lives is often non-linear. And so does the rearrangement of a workplace, how it functions and the processes of various departments needs a revamp. Particularly, the Human Resources department of an organization.


From the “New Normal” to “New Now”:

When a leader aligns the three essential elements — head, heart, and hands to empathy and adaptability, it aids in normalizing in setting new priorities.

Let’s begin with one of those priorities— Leadership that emerges from empathy and adaptability by bringing together the three essential elements of head, heart, and hands.

  1. Safety and security of the people should be the ultimate priority. In the new reality, employees’ physical and mental health will be organizational cornerstones.
  2. Leaders are now needed to be more empathetic than before. They have a new challenge of guiding people through uncertainty while they sharpen their focus.
  3. Working from remote place demands flexibility in the working hours, the organization and the work location.
  4. Every employee’s experiences are different, thus it becomes more than necessary to keep teams cohesive, engaged, and motivated.
  5. The accelerated growth in work from home has given rise to the technology usage like never before. This calls for remote working to be incorporated in the organization as its essential part.
  6. Increase and upgrade in learning new skills and talent not just for an employee but across the departments.
  7. Organizations endeavor to stand together with employees and society. In the new now, this momentum will lead to purpose-driven culture.
  8. Virtual meetings and the use of other technologies necessitates companies to drive their digital readiness. In the new now, the bionic organization will emerge with a new operating model and robust digital backbone.
  9. Performing of Recruitment activities, rewards and recognition, team bonding, retention approach, exit practices and everything under the umbrella of Human Resource development and management needs re structuring of the policy.

Redefining HOW LEADERS emerge from the crisis in digital age




  During crisis, a leader is looked up to for a customized solution for not just the permanent employees but also for hired staff like Contractors and sub-contractors.

The new now causes a leader to deal with the crisis. This requires the leader to perceive and reset priorities.

While the crisis is frightening and tragic, it also offers valuable lessons.

What we learn today about ways of working will be invaluable for years to come. The approach to crisis in an environment of constantly developing technology and change in business models calls the leaders to rise to the occasion. The wisdom of today’s unlearning and learning redefines our approach and path to new work setting.