guest column:Emmanuel Zvada COVID-19 has brought a lot of changes in organisations. Crises have a way of revealing, course-correcting and recalibrating what leadership really means. The coronavirus pandemic has shaken the nature of work to the core. While many are still anxiously awaiting a return to normalcy, what’s “normal” after the pandemic is likely to look very different from what we were used to before it began. Coronavirus is an extreme wake-up call, but it is characteristic of an era whose very essence is disruption. As some economies are slowly recovering, the threats of renewed waves of coronavirus still remain. It is therefore important to note that uncertainty will stay with us for many months, so it will be almost impossible to define what’s “normal.” I think what we all need to think about is not a “new normal”, but a new reality or a “new now”. The success of organisations or nations will depend on leaders who are as empathetic as they are capable. Technological change makes our world a fast-paced one on any given day, and unexpected circumstances (like a pandemic) force companies and teams to adapt at lightning speed. For me, leadership means that you have the competence to take groups of people and make them come together as well as the ability to inspire others to achieve more than they could not have without your guidance. If you have not transitioned your leadership style from the traditional way of leading yet, you may be one of the “Old Skool” leaders who does not lead, but rules. Crises like the one we are facing today force businesses and their leaders to change and adapt at extraordinary speed. Leadership is a driving factor in the success of a business particularly in this digital age. The pace of change means that today’s leaders need to be reactive and proactive in the face of challenges. Digital skills and technological proficiency As the world is changing at a rapid pace, technology has taken over everything. Leaders must be proficient in using digital tools to thrive in their work: collaborative calendars, virtual note-taking tools, email management and the many cloud-based tools that can help leaders stay organised, and connected. Digital proficiency is important because it means that workers can utilise new and emerging technology, software, mobile applications and other tools. They can do this in a way that is productive for individuals, their employers and their customers. Collaborative mindset This mindset is hard to define, but you recognise it when you see it. Some of the components that make up this mindset include having an open mind, and willingness to hear from other team members, or experts. Willingness to entertain multiple strategies at the same time. Willingness to learn from past relevant experiences. Organisational leadership must be willing to invest in collaborations through team building or other workplace activities. We need the ability to let go of established procedures and allow for the emergence of new patterns of working. Collaboration builds trust — the bette