Covid-19 has brought unprecedented levels of disruption to our lives. For most of us, this is uncharted territory.
We are in a time of crisis and cannot escape the fact that the pandemic will take lives, each one desperately sad for all those effected. It will also impact livelihoods, and disrupt our plans and prospects. But, as ever in life, we can choose to do nothing and hope to ride it out. Or, we can choose to do something and take action to help us get through this. This crisis will run its course and we will return to better times.
We’ve worked with thousands of leaders to help build leadership capability, and it will be acts of leadership from many that will see us emerge stronger. We can’t avoid the cloud, but we can build a silver lining.
In response, we have developed 10 Leadership insights & tips that we hope will provide practical ways to offer valuable leadership.
These insights are sent with our compliments, and please feel free to share amongst your network.
We wish everybody well.
We are in a time of crisis and cannot escape the fact that the pandemic will take lives, each one desperately sad for all those effected. It will also impact livelihoods, and disrupt our plans and prospects. But, as ever in life, we can choose to do nothing and hope to ride it out. Or, we can choose to do something and take action to help us get through this. This crisis will run its course and we will return to better times.
We’ve worked with thousands of leaders to help build leadership capability, and it will be acts of leadership from many that will see us emerge stronger. We can’t avoid the cloud, but we can build a silver lining.
In response, we have developed 10 Leadership insights & tips that we hope will provide practical ways to offer valuable leadership.
These insights are sent with our compliments, and please feel free to share amongst your network.
We wish everybody well.
1. VUCA
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The acronym ‘VUCA’ refers to outstandingly difficult conditions. In modern times such conditions increasingly appear to reflect our ‘normal’ lives, with Covid-19 bringing an unprecedented intensely to this. Unpredictability is not going away, so we have to learn to succeed through increasingly challenging times.
Here are some tips for leading in VUCA times:
- Confront Reality. ‘Head in the sand’ never served anybody well. Be honest and ‘real’ about what we’re facing.
- Steady the Ship. Consider the priority goals of your team, and embrace everyone’s opinion in how they can be achieved.
- Keep Perspective. Fear tends to magnify into “We’re all doomed” thinking. Whilst Covid-19 will have a significant impact, most of us can take steps to mitigate that.
- Pause for thought. Amidst chaos, it’s easy to rush into poor decisions. Many responses will require that we act at pace, but sometimes ‘slow and steady wins the race’.
- Be Sensibly Optimistic. Positive thinking isn’t a panacea, but it’s a powerful ingredient. We’ll get through this, keep the faith!
Here are some tips for leading in VUCA times:
- Confront Reality. ‘Head in the sand’ never served anybody well. Be honest and ‘real’ about what we’re facing.
- Steady the Ship. Consider the priority goals of your team, and embrace everyone’s opinion in how they can be achieved.
- Keep Perspective. Fear tends to magnify into “We’re all doomed” thinking. Whilst Covid-19 will have a significant impact, most of us can take steps to mitigate that.
- Pause for thought. Amidst chaos, it’s easy to rush into poor decisions. Many responses will require that we act at pace, but sometimes ‘slow and steady wins the race’.
- Be Sensibly Optimistic. Positive thinking isn’t a panacea, but it’s a powerful ingredient. We’ll get through this, keep the faith!
2. Focus where you can make a difference |
In turbulent times, it’s easy to become submerged under the weight of escalating events. The key to managing stress is to focus our energy on things that we can influence, and to leave alone things that we cannot. And, within the ‘can influence’ category, be clear about which are most impactful and important; that’s where you should be spending your time.
Reflect on these practical tips: - Get organised and on top of routine things; a clear mind beats a cluttered one! - It is more efficient to stop, think and plan, than to bounce between urgent demands. - Play to your strengths and use them to help yourself and others - If you’re not sure where to start, start small and gain momentum. - Learn to say ‘no’ when appropriate to do so. - When you’re feeling overwhelmed, step back and be bold in prioritising tasks |
3. Communicate, communicate, communicate
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By ‘communicate’ we don’t mean drowning people in data; especially in crisis situations, people should be given as much information as they need, and no more! What we do mean by ‘communicate’ is to allow plenty of opportunity for conversations, and that means listening as well as, or even more than, talking. We are always drawn to St Augustine’s wise words: “I learned not from those who taught me, but from those who talked with me.”
Leading in tough times requires us to be ‘People’ people; Emotional Intelligence author Daniel Goleman put it simply: “… if you lack empathy, you will fail.” Stay as tightly connected with your colleagues as possible, and create as much ‘psychological safety’ as possible. In a time of crisis, leaders can’t always fix the problem, but they will try to make the best of the situation. Fostering strong relationships and commitment is the best possible platform to inspire the resilience and performance that helps everyone get through the crisis. Our tip is singular and simple: Have more conversations! |
4. Change Reactions
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We are all familiar with the classic Change Curve model, which illustrates the common sequence of human reactions to change; first Denial, then Resistance, eventually Exploration and finally Commitment. It is easy to see how this has played out pretty accurately for most people in connection with Covid-19.
Some leadership tips to help people through: - Denial. It is unlikely many people are still at this stage, but for those who still doubt the likelihood of huge impact, the role of leader is to provide convincing evidence to recognise the seriousness of the situation. It is largely about ‘Telling’. - Resistance. Unlike denial which tends to be based on general opinion, resistance will differ from person to person. It’s all about why a specific person has a problem. The key leadership role therefore is to explore their personal concerns with them, so you are better informed to offer any reassurances or take helpful action. It is largely about ‘Listening’. - Exploration. This stage represents a huge step forward, because the person is ‘giving it a go’, and is now future-focused. The key leadership role is to suggest manageable steps to begin making progress. It is largely about ‘Encouraging’. - Commitment. The goal is for everyone to feel fully ‘on board’ with taking whatever action will help us through the change. The key leadership role is to equip and enable people to create their own success. It is largely about ‘Recognition’. |
5. Wellbeing
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Taking care of people’s wellbeing is critical during these times. Abraham Maslow’s ‘hierarchy of needs’ provides a helpful template to consider practical steps we can take to retain our inner strength.
Here are some tips to consider and discuss: - Physiological. Are colleagues taking care of the basics, such as keeping a healthy diet, staying hydrated, staying active, and sleeping well? - Security. Be open about the potential health and financial implications, discussing any steps that might help. - Social. As self-isolation gathers pace, use ‘virtual’ channels to stay closely in touch. Pass on ideas for staying active & involved. Support each other! - Self-Esteem. Help people find ways to continue making valued contributions. Praise creative efforts and adaptability. - Self-Actualisation. Help people see that the disruption to their life goals is temporary. The talents and drive that got them where they are will remain. Make sure your team can look back positively on their efforts. |
6. Resilience
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6. Resilience: “Show your bounce-back-ability!”
Resilience is not primarily about strength and solidity, rather it’s about our ability to recover from setbacks. Covid-19 has thrown us all into a tailspin, but resilient people keep their heads up and move forward with renewed energy and determination, having learned from the experience. Here are some helpful thoughts: - Who are you able to count on for protection and support? Recognising we have others who are there for us enables us to bounce back quicker and stronger. - Manage carefully where you spend your energy. If there are too many plates spinning let a few drop! - Refresh yourself. Both our immune system and our overall functioning go into decline when we’re fatigued. Find time to recharge your batteries. - Keep a sense of perspective. You can’t calm the storm, but you can stay calm in the storm. We will get through this, and we all need encouraging messages. |
7. Four Energies
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Steve Radcliffe’s book Leadership Plain and Simple explains how leaders need to exude four types of energy to be fully effective. Intellectual energy is all about thinking both analytically and strategically. Emotional energy relates to the warmth of human connections. Physical energy refers to the activity that mean ‘things get done’! And, Spirit energy applies to those who display optimism and a ‘can do’ attitude.
Think about the following actions: - Intellectual. Encourage everyone to contribute ideas about how the business, and colleagues, can best cope with the challenges. - Emotional. Give people some of your precious personal time. Ask how they are doing? Help them in any ways you can; even small gestures can make a huge difference. - Physical. Ensure that panic doesn’t trigger the wrong actions, or prevent people taking action at all. Keep a sense of calm, and focus on the things that will make a difference. - Spirit. Help people to believe in themselves and recognise that taking the right actions now will improve everyone’s prospects of surviving the crisis, and thriving beyond it. We have to believe we can achieve if we are to have any chance of success. |
8. Build Trust |
Never more so than in a crisis do we need to have trust in our leaders. Robert Shaw’s book Trust in the Balance, proposes there are three imperatives contributing to becoming a trusted leader: delivering what you promise, acting with integrity, and demonstrating genuine concern for others.
Make a commitment to: - Be productive, be active, and be a high contributor. Follow through on everything you promise your colleagues, and build a track record for doing as you say. - Be as honest as you can about what’s happening and what might happen. Don’t fall into the ‘Parent-Child’ trap. And, where you don’t have information or cannot disclose everything you know, be honest about that too. - Be kind. “People don’t care how much you know, until they know how much you care” is a well-worn cliché, but it rings true in all relationships. Make sure your genuine concern for colleagues isn’t lost in the chaos. |
9. Be a Role Model |
We live in transparent times, and almost everything we do is seen and critiqued. Evidence shows that our actions have a bigger and wider impact than we imagine, so we have to be consistent in ‘doing the right thing’. Whilst of course we all have off-days, don’t underestimate the negative impact they can have. Remember, ‘small holes sink big ships’!
Take time to check: - Make sure you hold yourself accountable to act ethically. - Feedback from others confirms you are creating a positive climate. - Remember ‘you cannot not make an impression’. The only choice we have is to make either a positive impression, or a negative one. Act in ways that earn the respect of others. - Rather than big gestures, it is a myriad of small behaviours that reinforce people’s impression of you. Be consistent in making the most of your many daily interactions. |
10. Think outside Yourself |
In ‘normal’ business conditions we can often succeed through being both well-connected and highly-responsive. In times of crisis, however, we have to raise our game to think more intensively about a third aspect, how we can add value and build trust.
Respond to the following demands: - How can I remain connected to my stakeholders? Can I support them with their emerging needs? When better times return, ensure you are well-placed to do business. - Be creative in helping stakeholders. What do they need, and what solutions can you offer? Proactive gestures will strengthen these valuable relationships. - Just as ‘a friend in need, is a friend indeed’, when you act consistently with integrity during hard times, you reach the highest levels of trust. |