In the vertiginous current labor landscape, where adaptability and resilience have become current currency, we constantly seek to identify those qualities and experiences that distinguish effective leaders. Often, we look towards traditional training or direct management experience, but what would happen if the source of inspiration and skills will be in an area as fundamental as family life? Allow me to share a perspective that I consider not only relevant, but essential in the postpandymia context.
The global irruption of the Covid-19 pandemic not only reconfigured the models of work and education towards hybrid formats, but also imposed unprecedented challenges in homes. Particularly, fathers and mothers were navigating long stages of uncertainty, balancing the care of children with labor responsibilities, often in the same physical space. What seemed to first sight seemed an impossible task, in reality, it became for many a true skills gym, forging highly valuable management and leadership competences for the professional environment.
From my experience in talent management and human development, it is very revealing how personal experiences have strengthened crucial skills for team management and strategic decision making in organizations. The management of diverse teams stands out as a fundamental competence developed from these experiences.
Those with more than one child instinctively know that there is no unique formula to raise; Each child is an individual with different tastes, preferences and motivations. In addition, their roles and capacities within household chores vary according to age. This reality forces parents to be incredibly flexible in home administration, looking for each member to feel comfortable and can enhance their strengths. Doesn’t it sound familiar? Talent management in a company is surprisingly similar. The work teams are inherently diverse, and an effective leader must recognize the motivations and individualities of each collaborator to apply strategies that allow to enhance their strengths, promote their development and forge their work commitment. LThe parental experience of adapting approaches to different personalities and needs is, therefore, a solid basis for inclusive and effective leadership in organizations.
Another crucial ability strengthened at home is active listening and research capacity to make effective decisions. Crying is a constant exploration process that invites you to share and collect experiences from other parents. Phrases like “This worked for me” or “To me, that”, shared in conversations or social networks, become vital references to navigate uncertainty and improve family decision making. Let’s move this to the workplace. When facing a new project or a situation without a clear path, the ability of a leader to listen to his team, rely on his network of contacts and investigate similar situations is fundamental. This capacity not only enriches the perspective, but significantly accelerates the effective decision -making process. Parents, having perfected this empathic listening and this proactive search for solutions in the family context, have an innate advantage to lead in complex scenarios.
Finally, we cannot fail to mention the “all -terrain” attitude or resilience. Being a father or mother is a full -time job, full of joys, yes, but that demands considerable force to overcome adversities. The care, education and formation of children present scenarios that change constantly. This ability to adapt and perseverance to the unexpected is precisely the resilience that the labor leaders during the health crisis must need. A leader with an “all terrain” attitude is that capable of reacting effectively and making decisions that protect the work environment even in the most challenging scenarios. The School of Paternity/Maternity, especially intensified by the challenges of Pandemia, has graduated individuals with this invaluable mental strength.
As we see, experiences lived in the family, in particular those strengthened during home management in pandemic times, have endowed fathers and mothers with extremely useful qualities for professional life and leadership. Skills such as diversity management, active listening to decision -making and A fireproof resilience is directly transferable and highly demanded in the current corporate context.
From human resources management, it is our role to recognize and value these non -traditional competences. Sharing these experiences and publicly recognize these skills can open new ways to identify potential leaders and enrich team dynamics. The practical wisdom acquired at home is an invaluable asset that, being recognized and integrated into the work environment, can lead organizations to find increasingly innovative solutions and to enhance their success.
In a world that continues to change, let’s look beyond conventional management manuals. Perhaps the most effective lessons about leadership and adaptability are being taught every day, inside doors, for whom they manage the most important team of all: the family.
*Marisa Piñeiro is Chief People Officer of Visma Latam, a reference in talent strategy, leadership development and organizational culture in technology companies in Latin America.
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By Marisa Piñeiro
