Use these three simple strategies to effectively lead during times of complexity and uncertainty.
For over 30 years, Posner and Kouzes have researched exceptional leaders. In the most recent edition of The Leadership Challenge – a must read for leaders at all levels in an organization – the researchers write: “In uncertain and turbulent times, accepting that [leadership] challenge is the only antidote to chaos, stagnation, and disintegration. Times change, problems change, technologies change, and people change. Leadership endures” (2012, p. 1).
COVID-19, racial injustices, social distancing and unrest, political polarization, working at home while teaching kids during this same workday, Zoom, virtual meetings, masks for shopping, missing out on new baby visits and/or avoiding our older family members – those needing human contact and connection the most….. This is the time for leaders to lead, to build collaborative relationships, to be empathic, to be held accountable; to develop, to train, to delegate.
It may seem like a daunting task to manage people from afar, let alone supporting people with so many additional stresses. But, as many successful global organizations have found, and some smaller organizations who were flexible in their response to COVID-19 requirements, it does not have to be difficult; just different.
Three things a leader can do to engage, to inspire, and deliver excellence:
Revise how/why meetings are held.
Consider the various individuals on your team and their personal needs; and consider the team’s requirements for delivering an exceptional product or service. Both of these considerations are reasons to have/change meetings.
Consider more social time – bringing together your group to discuss life, what they are doing to stay healthy, what challenges they are facing in the current work/life demands.
Plan one on ones to make sure your employees are doing OK. Are there income concerns (spouse not working or decreased hours, own position is paying less to minimize layoffs, etc.)? Or family health concerns? Or is home too crowded while it supports all the people there during the workday? Or….
Plan fun games with groups – to bring ease and laughter to team play games; have morning teas, bring in an art teacher to have employees embark on a new hobby (painting with a twist moves to drawing with friends). Be creative!
Revise Agendas – Instead of full page of topics. Have meetings designed on answering a couple questions: A. Where are we on the Tampa Bay project? What are our next steps? B. What do people need to know to move data from system A to B? How will organization be made aware of the rollout steps and when will it be communicated? C. What are challenges that are slowing down project progress?
Moving from topics to questions allows people to prepare adequately, but also allows meetings to end sooner. Once questions are answered, meeting is over.
Schedule regular meetings with individuals.
The reason is to keep connections, actively build relationships, and to set clear expectations. These meeting can be designed to work on a project together, or to analyze reports and plan next steps, or to delegate, train, and develop your team. Of course, discussing work priorities, challenges, opportunities, and timelines are always topics to help reinforce accountability, performance, and to celebrate successes.
Empathize.
Whether or not you are aware of others’ personal lives, recognize each of us is dealing with this self-quarantining, mask wearing world in different ways. Some things my clients are living with include loneliness, fear, sadness, grief, anger, worry, mistrust/distrust, depression, anxiety, contempt, alienation. Others are finding a level of peace in staying still. Every experience is real, and every person’s experience is different. So, with each interaction, really listen for the emotions/feelings behind the words or actions. Providing space to share these emotions and assisting them discover options and positive action is what exceptional leaders do in support of their team.