It is said that leading in a crisis brings out the best and worst in people, and this is as true of organizations as it is of individuals. As the world continues to adapt to life amidst a pandemic, responses have ranged from abhorrent to inspiring. Some hoard supplies while others deliver them to those in need. Some donate money to those who are struggling while others try to exploit them. Some ensure their staffs get paid while others do everything they can to avoid it. These times do not create us or define our values, they merely expose them.
As a leader, it can be challenging to know how to lead effectively in a climate filled with uncertainty, anxiety and fear especially when most of us share that uncertainty, anxiety and fear. Do we connect with our teams over it? Do we put on a brave face despite it? Do we lead from a place of strength or of compassion? Do we adapt to the unique circumstances we are in or carry on with business as usual? Do we give people the time they need or to step away from work or do we maintain expectations in order to survive? These questions are not easy to answer, and there is great consequence in how we do. Like all things, there is no one right way, and like all things, there is a necessary balance in how we proceed. The good news is, much of our response can and should be an extension of how we already lead.
WHAT YOU SHOULD KEEP DOING
Listening to your team- Although we are all in this together in a certain sense, each of us is experiencing the ramifications of this pandemic differently. As a result, it is important that we continue to listen to our staffs collectively but also individually to understand their particular circumstances and how to best support them. Some will need a great deal of support from you while others will seek that support elsewhere or not require much of it at all. Some will be financially devastated by this while others will be just fine. Some will have little ones (and/or big ones) at home to take care while others will be suffering from loneliness and isolation. Find out how each staff is doing and make yourself available as necessary. Further, in times of crisis as in times of normalcy, our staffs are our best source of knowledge when it comes to understanding problems and how to solve them. Involve them in the process of how to best navigate this challenging time and the circumstances surrounding it.
Being honest and transparent– Like all crises, there is so much about this situation that we simply do not and cannot know, and often when we do not know something, we wait to share news until we do. During a time of such anxiety and uncertainty, this is not the best strategy. It is important to be communicative throughout this situation, even if there is nothing all that new to report. People are anxious, and not hearing from leadership for too long can add to that anxiety. Everyone will have their own level of preference when it comes to staying informed but err on the side of overcommunicating rather than under. Let people know what is going on, even if it is the same as the last time you spoke. Always be honest while remaining calm and positive. Don’t hold back important information to prevent a reaction and don’t placate your team with false promises. Be direct and give them reason to trust that you will help lead them through this.
Putting your staff first- Being a leader is not about you whether you are in the midst of a crisis or not. It is important that you have your own outlets of support, of course, but when it comes to leading your team, your focus should be on your team and how this situation is affecting them. Although you are being affected too, in almost all cases, you are making more money than they are and often, you have perks, benefits, and job security that they do not. Pretending otherwise may alienate your team when you need them to stick together the most. There is value in a collective, “we’re in this together” approach but an attempt to equate your suffering may unintentionally backfire. Acknowledge and respect the fact that everyone will experience this situation differently and often in ways you will not anticipate or have any idea about. Create space for staff to experience what is happening however they will experience it and offer whatever support you can. In some cases, depending on circumstances, this may require you taking a pay cut or forgoing your pay altogether to ensure that your staff and contractors get paid.
WHAT YOU SHOULD START DOING
Being creative- Until this pandemic happened, you had a certain way of doing things, and now all of that has changed. In order to support your team while keeping business running, you need to be creative. This will involve both how you support your team and how you support your clients. What technologies can you use to stay connected? What job duties can you start to shift around? How can you serve clients in an entirely new way? My local pizza place just started creating “make a pizza at home” kits for families to do together and customers are absolutely loving it. As for me, I have been reluctant to utilize various types of technologies in my business and now am booking online trainings to connect with people all over the country. What opportunities does this situation afford? How can you better serve your team and your customers? Ask them to hear the best ideas.
Examining your policies- Organizations sure do love their policies, regardless of how effective or fair they may be, and despite the fact that they are so often neither. What are your current policies around working from home? Sick leave? Flex hours? Communicating with clients? What vulnerabilities has this pandemic exposed in your workplace? What practices are you implementing during this emergency and could continue implementing to the benefit of your team and your clients? How can you create a workplace that is responsive not just to worldwide pandemics, but to the everyday needs of the clients you serve and your staff who serve them? Which policies need to change and which ones need to be done away with altogether? What new policies can you create to better serve your team and clients in times of crisis as well as in times of normalcy? What is this situation teaching you about how to operate more ethically and more effectively?
Managing expectations- This is perhaps the most challenging task among a list of already challenging tasks. In order to continue operating and paying your staff, you need to keep bringing in revenue. At the same time, it is vital that you recognize the many ways this situation is preventing people from working as normal. There are logistical challenges with technology and access to resources. There are practical challenges to serving clients as normal particularly in the service sector. There are life challenges, particularly with people who care for others while at home. Leading effectively means understanding all of these and managing expectations while making sure your doors stay open. Find out what expectations need to be adjusted and which ones simply cannot be. Work with your team to figure it out. There is a delicate balance in giving people the space they need and making sure the work gets done that needs to get done in order to get everyone paid and keep them employed.
WHAT YOU SHOULD STOP DOING
Focusing on the bottom line- The financial implications of this pandemic are already being felt and there is no sense of how much worse they may be. To continue functioning, organizations must find ways to continue bringing money in so that they can continue to pay their staffs. At the same time, there is a collective understanding that adjustments need to be made for everybody’s benefit and in many cases, for their survival. On the governmental side, there have been initiatives to delay evictions, late payments, tax filings and student loan interest to help support those who are struggling. On the corporate level, there have been commitments to maintain service of electricity, gas, water and phones regardless of payment status. These measures undoubtedly are hurting the bottom line, but in times of crisis, there is a bigger picture that should not be ignored. What can you do to support your clients and staffs during this time that may hurt in the short term but will be necessary in order to lead ethically and effectively? Can you offer paid sick leave for staff even if they have already run out? Or maybe never were given any in the first place? Can you provide discounts or delayed payments for your clients? What can you do to ensure your staff and clients that you appreciate the unique circumstances of this time and you are responding as an effective leader would?
Following all the rules- There are rules and systems in place that were created for a life before this pandemic hit. Now that almost every business is affected in some way, it is important that as a leader, you adjust and reexamine some of those rules, tied in closely with being creative and examining your policies. Where do you need to keep your promises to your team and where do you need to adjust how things are normally done? What policies, procedures and unwritten rules might you need to bend if not break to help support your staff and your clients during this time? Much like Congress has a process for passing laws, and the president has the option to institute executive orders, as a leader, there is a time and place to break protocol in the name of the greater good. What executive order might you need to institute in order to effectively respond to the crisis we are in? Where do you need to step in and simply make something happen to benefit those you serve?
Making Excuses– Everyone is being affected by this pandemic in one way or another, and we are all being forced to adjust to this new normal, however temporary or not so temporary it may be. Because of the challenges this brings with it, there are serious implications to people’s health and well-being. As a leader, it is your responsibility to mitigate these implications and limit the disruption to your staff’s livelihood. It is easy to make excuses during this time, as there are many factors outside of our control that are contributing to what is going on. At the same time, your staff needs leadership from you, and shirking your responsibility will only make things worse. Do all that you can to support your staff during this time, and where you fall short, apologize and keep trying to make it better. When people have bills to pay and families to raise and stresses in their life, it does them no good to hear from leadership that what is happening is someone else’s fault. Provide reassurance that you are doing everything you can and then do everything you can. And when you make a mistake, own up to that mistake and do what you can to rectify it. This is one of the hardest parts of being an effective leader and one of the most significant.
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Life is changing quickly and dramatically these days. As a leader, it is your responsibility to help mitigate the consequences of these changes for those you lead, all while receiving your own support through this challenging time. This is new territory for all of us, and none of us will navigate it perfectly. Luckily, no one expects us to. What people expect is a sincere effort to do what is in the best interest of those we serve. As you continue to make difficult decisions during a difficult time, ask yourself over and over again, who does this decision benefit? If the answer is too often not your staff, it is time to revisit those decisions. People are struggling all over, and our most vulnerable, per usual, are struggling the most. As a leader, what are you doing to support them?
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