The crisis evokes real leadership, and when the crisis is of such magnitude, it becomes a moment of truth for the leader.
Globally, we are witnessing leaders in different countries responding differently to the COVID-19 pandemic. In countries like New Zealand, where leadership is proactive and empathetic, we see a limited impact compared to countries where leaders have continued to deny pre-pandemic control actions.
For organization leaders, the old handbook may no longer be relevant when people return to work after phasing out blocking. Reopening after such an unprecedented cessation of activities means that people will return to work with fear of the unknown and fear of the future. Teleworking will be the norm, and the clear line between work and life does not yet suit many people. It can be difficult for leaders to build trust in a virtual environment. Many careers can be disrupted, people can lose their jobs and businesses will be affected by the overall slowdown. A slowdown in business would also mean that leaders will have to do more with less.
"Winds and waves are always on the side of the most capable navigators" - Edwards Gibbon
What thinking should managers and leaders adopt in the world of work after COVID19 in order to be able to navigate into the future? Here are some recommendations based on my experience and understanding:
Put the human element at the center of business efficiency.
Uncertainty shakes people, and when that happens, people need someone they can identify with, someone who trusts them, someone who listens and understands their views. Leadership has always been about people, but even more so when we go through a crisis like this. Capable crisis navigators are leaders who can empathize with people, recognize their changing priorities, help them maintain their priorities and ensure their safety (physical and mental). While business must make difficult decisions for people, which can sometimes be inevitable, implementing them with grace and decency is the leader's choice.
Help people adapt to the new reality
Uncertainty is, by definition, a situation that is constantly evolving and with it our understanding and reactions. When people deal with the uncertainty and fears that come with it, they need a little help to think about what needs to be done. Leaders do this through regular and open conversations that are rooted in the context of their work - and use it as an opportunity to help them adapt to change. It's easy to push people to change, but it's relatively difficult to build context, share it openly, and involve them.
Enjoy working remotely
Teleworking will remain here and this crisis has clearly shown us that it is possible. However, virtual work and cooperation with people is completely different from working under one roof face to face. Leaders will need to understand the nuances of teleworking, create moments of online connection, build rituals that people can freely share if they want to keep the team together, engaged and on track.
Be flexible and strengthen others
When people decide on the place and time of their work, leaders cannot afford to hold on to all threads. Leaders will need to be flexible and open when working with a remote team. Instead of trying to follow the finer methods of doing work, leaders need to focus on people, their consistency, their involvement in delivering solutions and the results they deliver.
Speed up communication
In a fast-paced world like this, leaders can't hide behind carefully worded corporate emails. They should talk to people openly, honestly, boldly and transparently. Trustworthy and consistent communication that puts people first is at the heart of team building. It also means that leaders should be radically transparent about the context of society, should be intentional in making contacts with others, brave in giving tough feedback, and be honest in dealing with difficult situations. They will need to keep communication lines open with their people through team meetings, informal between each other and communication at the organization level.
Control your own emotions
Leaders cannot expect peace of mind from their colleagues when they show their own anxiety. Crisis management therefore begins with self-awareness, self-awareness, and proper emotional control in dealing with uncertainties.
Build and cultivate trust
When the business situation is challenging and people work remotely, confidence declines rapidly. Building trust with remote teams in times of crisis is the number one challenge for management. Leaders gain the trust of their people when they show warmth, care for people, communicate clearly, set good examples, demonstrate integrity, enable the performance of their team and help people achieve meaningful progress / growth while dealing with the unknown.
Simplify everything
These are great times to focus on the essentials. Why block someone's calendar for an hour when the same can be done by quickly logging in with a team member? You may have processes, rituals, communications and organizational structures that are redundant. The time that people can lose in adapting to the new reality can be offset by the time they gain by eliminating the unnecessary. Simplicity leads to concentration.
The real impact of COVID-19 on businesses will not be visible until later in 2020 and early next year, but until then we need leaders who are calm, courageous and focused. Crises like these have the power to unite people towards a common goal, and the right way of thinking is crucial.
Here is a brief summary of the key points from this article.
BONUS
In December 2015, I wrote an article for People Matters Magazine entitled "12 Critical Competencies for Leadership in the Future" (along with a sketch) and I found that many of these observations are also very relevant to the type of leadership required in the paper. - COVID scenario19. Read it!
Over you!
What do you think needs to change and develop leadership thinking across organizations as we face the new realities of working after a pandemic?
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