How to be an effective agent of organisational change

Monumental workforce and societal shifts mean leaders are increasingly being expected to assume a personal responsibility for the wellbeing of their people – inside and outside the workplace. How can leaders best respond to these expectations?

To: Business, workplace, HR and WHS editors and reporters.

Who: Sonder chief executive Craig Cowdrey and chief operating officer Peter Burnheim are available now for phone (live or pre-recorded) interviews.

What: The pandemic has intensified the expectations placed on business leaders. Sonder has released a new guide, Agents of change, which aims to inspire CEOs and leaders to step up and speak up, if they want to lead and build healthier organisations.
Key Points:

• The pandemic has intensified the expectations placed on business leaders. How can leaders rise to these challenges and be effective agents of change?
• Sonder, an award-winning wellbeing and support company, has released a new guide ‘Agents of change‘, which shares the five roles that business leaders must assume to lead and build healthier organisations.
  • The five roles of CEOs and leaders who are reshaping organisational wellbeing include: 1. Embracer; 2. Investigator; 3.Challenger; 4. Integrator; and 5. Advocator.

• Sonder chief executive Craig Cowdrey said that leaders who are agents of change take a strategic, holistic view of wellbeing and safety and embed this firmly within their organisational culture.
  • “The new kind of leader works collaboratively and proactively to co-create a better future with their team members and broader stakeholders. They recognise the pressing need to put the wellbeing of their people first to create a better future both inside their organisation and beyond,” he said.

• Sonder’s guide, ‘Agents of change‘, includes case studies and actionable insights from business leaders at Accor, Atlassian, and Woolworths.