Leaders Wanted.
By Ellie Hearne
It is pretty easy being a leader – when things are going well.
But in times of crisis, leaders are tested. People are looking to you for direction and you might not know how to respond.⠀
Within crises, though, are opportunities. Opportunities to grow as a leader, to motivate your people around a common goal, and to refocus on what matters most.
We could fill a book with guidance on navigating crises, but realistically you’re unlikely to pick up a book for while. So, here’s a brief blog post (read on) and a means of contacting us.
Image: Shutterstock.
1. Assess and communicate priorities.
What has changed? ⠀⠀
What will stay the same? ⠀⠀
What can you tell your team to forget about (for now) and what can you tell them to make their primary focus?
Don’t assume anything to be obvious – particularly when your team members are themselves under stress and navigating new challenges.
Even if they’ve worked from home for years, for example, they might have been used to having full-time childcare and now are going it alone.
They might have a sick or high-risk family member.
They might be depressed or lonely.
Work is likely to be a lower priority than usual or “just another source of stress,” so keep your communications concise, clear, and human. Speaking of which…
2. Communicate early, communicate often.
Schedule brief team touchbases and (if possible) regular 1:1s. Video calls aren’t perfect, but they’re what we’ve got.
A morning check-in can help set the tone for a productive, collaborative day. An end-of-day or week 1:1 phone call can help show a burnt-out team member that you care.
In both cases, having a fixed recurring meeting can help provide structure and a degree of certainty when it’s needed most.
(In “precedented times” we typically caution against having too many meetings… So use your best judgment when it comes to staying in touch without over-scheduling yourself or your team.)
3. Temper your approach
Try not to project your own stresses and anxieties onto your team, but do show your humanity. In a global crisis like this one, we are all weathering some degree of anxiety or stress – but as leaders, we’re expected to stay attuned to the needs of others. That’s inherently challenging.⠀
Consider the difference between your leader saying, “I am scared and don’t know what to do,” and “This is a scary time for everyone. More info will follow about business/company priorities, but here’s how we can navigate our new normal today, tomorrow, next week. We’re in this together.”⠀
4. Reevaluate your usual management style
Beyond reconsidering your business priorities, adapt also your usual approach to managing people. While a particular employee or peer might usually respond well to your direct, critical feedback – know that it might not land quite as well in a stressful situation.
Regular check-ins with colleagues will help you “read the room” in this respect or others.
If you know your team well, you’re at an advantage: you know each person’s comfort zone and stress giveaways. But even if you don’t, asking questions and showing an understanding style of leadership will help set your team up to succeed.
5. Know when to get support
In a crisis, we are all thinly spread and outside of our comfort zones. While it’s important to gauge the morale of your team, remember to refer them to other resources and experts as needed. This might mean encouraging them to set up informal 1:1s with peers or even nudging them to go for a walk or to talk to a professional.
Talk to your HR lead for advice on what “people resources” might be available during the crisis.
During crises, we first focus on what needs to be done rather than how we should do it. To succeed in the short- and long-terms, leaders must to do both. And do so in a “human” way.
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Ellie Hearne is a leadership-communications expert and founder of Pencil or Ink. She has worked with Apple, Google, Kate Spade, Marriott, Morgan Stanley, Oracle, Kickstarter, Cockroach Labs, Mastercard, Pfizer, Piaget, Spotify, Starbucks, and Twitter, among others, and has coached numerous individuals and teams.