In your previous interview, you spoke of the management and leadership playbooks being turned upside by the pandemic – now that things have settled down somewhat, do you feel that management styles are still in flux? If so, how does this manifest? This is a fascinating question as I am seeing two opposing approaches, some leaders who are defaulting to what they know and how they used to manage and others who are working hard to be more agile and nimble and apply lessons learned from the pandemic. Also, what advice do you give to management teams who now manage remotely? They have to work even harder to create non-transactional, nonbusiness-focused interactions among the team member and, most importantly, to create breaks in the day and hard separations from work and not let work and non-work become one. As you may have seen, our US Surgeon General recently released a report on loneliness and isolation…this 100% WFH may not be the best for many of us…we have to work even harder to create community and a sense of belonging to ensure our teams do not get isolated. Director - Professional Coaches Global Board CEO Today recently had the great pleasure of, once more, speaking with James G. Wetrich, or “Big Red,” to those that know him well. Jim is a certified executive coach, a member of the ICF professional coaches’ board, and a WSJ Best Selling author. The last time we spoke with Jim about his coaching practice, this time around, we explore what’s changed since the end of the pandemic in terms of management and coaching and how Jim likes to work with his clients in the spirit of creativity, and how he fosters commitment.
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