Manage to Engage. Pamela Hackett

Manage to Engage - Pamela Hackett


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      How Great Managers Create Remarkable Results

       PAMELLA HAKETT

      PROUDFOOT CEO

      Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

      Published simultaneously in Canada.

      No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions.

      Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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       Library of Congress Cataloging-in-Publication Data is available:

      ISBN 9781119773467 (Hardcover)

      ISBN 9781119773900 (ePDF)

      ISBN 9781119773894 (ePub)

      Cover Design: Wiley

      You can be anything you want. But if you are going to be something, be brilliant at it, and do it with gusto. Showing up gets you started. Stepping up gets you across the finish line.

      —Capt. Ron Hackett, B.E.M. British & Australian Armed Forces, Military Police

      The COVID-19 pandemic thrust the world into navigating the largest “work from home” experiment of modern times. Realistically, it is the largest work disruption of any time since Henry Ford designed his first production line. There is no denying that the COVID-19 virus is a large-scale human heartache, a health care crisis, and an economic tragedy. It raged across the globe, spreading sickness, death, and displacement. The double whammy impact on lives and livelihood hit many. The millions unemployed created a new reality overnight, and many of those jobs will not be coming back. Whole industries will have been destroyed, disrupted, or dislocated. Still others changed at speeds never seen before. Some have and will prosper. Perhaps not the masses.

      While the threat of automation replacing jobs was the focus of much anxiety over the past decade or so, it proved to be a disease that did the most damage, most rapidly. We all saw how quickly the economy halted, the health care system faltered, people were furloughed or, worse, simply laid off as businesses shuttered closed. The world suffered a global crisis and responded with a country-by country, industry-by-industry, company-by-company, plan. The word remote punctuated management conversations, websites, podcasts, and blogs the world over. As the crisis unfolded, discussions ranged from “How do we cope?” and “How do we cut costs?” to “How do you lead?” and “How do you lead remotely?”

      Many discussions also addressed the issue of change. “We have changed more in a few weeks than in 10 years,” said Tesco CEO Dave Lewis as supermarkets needed to step up into essential services. Others said they'd seen 6 years of change in 6 months. Larry Rosen, CEO of Harry Rosen Inc., the Canadian luxury men's clothier, flatly admitted, “We took a whole bunch of guys like me – I'm 64 – and they learned how to shop online during this crisis.”

      The rate of change accelerated by this virus had a fundamental impact on many workplaces and it provided a crisis playbook to better engage organizations, one we must learn from and carry over to postpandemic times.

      As CEO of Proudfoot, a management consulting company founded in 1946, I too felt the impact of the COVID-19 pandemic. We had


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