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In their HBR.org article, Keith Ferrazzi, Mary-Clare Race, and Alex Vincent share 7 strategies for building resilient teams. The pandemic highlighted the need for resilience, requiring leaders to assess team dynamics, address weaknesses, and foster trust, empathy, and self-awareness to help teams adapt and thrive in challenging environments. The article the seven practices to help foster team resiliency and how you can put these strategies into action.

People who embrace lifelong learning and bring a growth mindset to their careers are more likely to take on new challenges and are typically better able to cope with disruption and adapt to change. These attributes will serve them well, enhancing their employability both now, and throughout their journey.

Traditional leadership development can be very effective on its own. However, coaching can take the skills, behaviours and mindsets that form the curriculum in a classroom or group learning experience and turn them into personal, customized solutions that help leaders learn more, more quickly, and retain that knowledge longer.

After experiencing personal loss, Shelly Ibach, President and CEO of Sleep Number, recognized the deeper healing power of sleep, reinforcing the company’s commitment to employee well-being. Sleep Number’s focus on corporate wellness strategies and creating a mentally healthy workplace remains a key aspect of their culture, emphasizing the importance of health and wellness at work.

Transformational leadership will be critical for organizations as we look to the future. With such high demand, organizations must adopt an agile recruitment strategy to secure the right executives. As competition for top leaders intensifies, organizations that act swiftly and strategically will be best positioned for success.

Amid the pandemic, HR leaders have driven HR transformation, reshaping long-standing policies with strategic management and flexible practices to adapt and improve the way organizations manage their employee experience. Learn how these changes are shaping the future of HR.

The pandemic amplified the need for Ericsson to bring about a paradigm shift in their leadership culture. Priyanka Anand, VP and Head of Human Resources and Linda Lindberg, VP and Head of Commercial Management for Ericsson Market Area South East Asia, Oceania and India, share how Ericsson helped their line leaders evolve into strong coaches.

Michael Priddis, CEO of Faethm, shares the opportunities for companies that adopt a data-enabled and human-first approach to workforce transformation, in response to automation, COVID and recession, to rapidly upskill and reskill their workforces to transition to the jobs of tomorrow.

It’s time to change the way we think about and deploy learning within organizations. We need this shift not only to meet future skills needs, but also to leverage career development programs, continuous learning, and upskilling to maximize the value from human capital, the real engine of growth and success.

For organizations navigating a post-pandemic workforce, three practices—reskilling, upskilling, workforce redeployment, managing organizational transformation, and building a highly skilled, future-ready workforce—can help manage downsizing, minimize layoffs, and foster long-term success in a world reshaped by COVID-19.

When building a coaching culture, leaders must focus on key qualities such as continuous learning, leadership development, and performance coaching to foster an environment where employees feel confident, engaged, and empowered to contribute innovative ideas. By incorporating these principles, organizations can create a supportive framework that drives long-term success.

During times of economic uncertainty, outplacement services play a vital role in workforce transitions. Offering career coaching, reskilling, and support, they help maintain employee morale and ensure smooth workforce reduction strategies.