experience a sense of stability while also continuously challenging the status quo. They must build strong relationships while also pushing through performance.

Leadership is a journey.

Waves of complexity and ambiguity aren't going away anytime soon. Leaders must decide if they are going to let those waves of change crush them or if they are going to get up on their surfboard and adapt. The strategic context of the increasing demands on leadership today are showing up in my executive coaching conversations. Some of the timeliest questions that have come to the forefront are:

How do we engage?

How do we go on the offense?

How do we enact strategic measures that take advantage of the position we're in, but at the same time conserve our business? It's almost the opposite in polarity.

How do we sustain high performance when everything we know has been turned upside down?

How do we sustain, not just achieve it for a moment, high performance when there's so much volatility?

How do leaders communicate a clear vision and message when there's very little certainty?

We all knew we were going to be closing the offices and working from home. And now, companies are starting to either return to an in-person workplace or engage in a hybrid setup, while some companies are taking the very bold stance of remaining entirely virtual. How do we change everything we know to be true in this new normal in what is now known as "The New Next?"

What does 'The New Next' look like?

There is not enough collective leadership experience in managing polarities and, therefore, across industries and workplaces, the overwhelming feelings from change are bubbling up in all capacities. It's an interesting phenomenon because the all-virtual working environment may have been the most prominent evidence of a huge work shift, and in some ways, it feels so unnatural. But the managing of polarities is completely unnatural.

How do we push forward into new territory while pulling back in others? How do you focus on the long-term strategy while managing the week ahead? These elements are pulling at us in all different directions. How can we be strategic and visionary while at the same time being execution-oriented and not taking our eye off the day-to-day tactical operations?

It's always been hard to manage polarities. But as a function of change, coupled with the amount of change going on, it's arguably more difficult now than ever. Due to the pandemic, people are overwhelmed by the magnitude and frequency of change.

How do we survive in 'The New Next?'

Leaders are taking the dynamics of a changing workforce and a changing business climate and asking themselves pointed questions. Is there enough talent out there to move our organization forward? Am I positioned well enough to get the talent that I need? Suspend for a moment talking about A-list talent and ask yourself if there is enough "good" talent available in the workforce to sustain your organization. Today the answer is very likely yes. But I would venture that is in large part due to the move to the hybrid or virtual workplace. Things change, and although this move to "The New Next" may take more time than other changes, you should start now to plan for the potential shortages of talent in your organization. Top talent has options of not only where but how to work. And the "how" refers to a decision to work in-person or virtually.

This realization should not be cause for alarm yet, but it should be on your radar. Your organization should have a plan for how to manage the alarm in the foreseeable future in the new next. Recent graduates have traditionally been able to take time to learn on the job, working under the aegis of more seasoned employees.

But once things turn around and long-tenured employees leave, new graduates will be asked to fill a significant void in the organization. The question becomes, what will you do to prepare for this void?

Is your organization engaged in strategic workforce planning?

Is your talent acquisition group looking at your talent needs of today and tomorrow proactively?

Are they aware of this void as a potential issue?

In these more complex times, the whole notion of volatility and constant or extreme change is coming at a consistent cadence. Being dynamic is the new competency that leaders need to embrace now, in order to have any shot at getting results as a new era of change arrives. They will be given the chance to proactively drive this change rather than react to it. And in doing so, leaders can dynamically seize the opportunity to author the future of their organizations as we move forward into "The New Next."

Question 1:

For leaders to thrive in the future, they must learn to serve to surf these waves. Instead of resisting change, leaders need to develop the flexibility and agility that will allow them to adapt to the new challenges ? Discuss in detail any FIVE (5) ways to manage challenges that a leader needs to face now?

Question 2

Discuss any FIVE (5) ways to encourage motivation in the context of The New Next.

Question 3

Why do you think a dynamic leader must manage change? Discuss any FIVE (5) reasons to support your opinion.

Question 4

Explain FOUR (4) criteria for assessing the effectiveness of formal leadership training program.

Question 5

Explain in detail FIVE (5) guidelines to train for effective leadership.