3 Ways Your Team Can Grow During COVID

When we face challenging events on a global scale, such as the September 11th attacks on the World Trade Centre in 2001, we can't underestimate the amount of stress and anxiety people face. The daily reports of infections and deaths are a constant painful reminder like those repeated images of the towers being struck and later collapsing. Mental health resources are being pushed beyond their limits. Surveys put the amount of the population suffering from PTSD at as high as 11%.

Despite these dire times, the economy, which provides for so much of our stability, must go on. What are employers and entrepreneurs to do in the face of such adversity? History has taught us valuable lessons about how not just to survive but to thrive under the toughest of circumstances. At the Leadership Journal, we do not subscribe to the "stiff upper lip" mentality; being resilient and having confidence is essential, but if you are suffering from symptoms of anxiety or depression, we urge you to seek professional medical attention. The following article provides leaders with some information and tools to help their teams thrive during adversity, such as the current COVID pandemic.

Step # 1 – Re-evaluate Your Circumstances

Psychologist Isaac Galatzer-Levy and his colleagues studied how people fare after dealing with extreme trauma such as the death of a loved one, severe injury or war combat and found that most, 65%, displayed what they call "resilient trajectory." Resilient trajectory means that they find a way to remain psychologically stable. They found that many experienced an increased sense of well-being after the trauma. How is this possible?

One of the reasons cited for this was that many people chose to reflect on the trajectory of their lives after a traumatic event. They will re-evaluate their priorities and adopt a more grateful outlook for their lives. Many will change their careers, go back to school, or reconnect with friends, family, and community. Often this will lead to greater feelings of purpose, social connection and even spirituality, this is called "posttraumatic growth," or PTG, by psychologists, and it's relatively common. In one meta-study of more than 10,000 trauma survivors, about 50% reported at least some PTG. We at the Leadership Journal are not saying that going through devastating trauma is the way to grow, and we are in no way demeaning those whose trauma has been too damaging to return to their previous lifestyle. The data suggests that by re-evaluating our current situation and letting a feeling of gratitude fuel our resolve to establish new priorities and achieve new goals, we can overcome adversity.

Step #2 – Revisit Your Values

Despite the hard-driving "boss" stereotype, most leaders care deeply for the people who work alongside them. Reports of leaders being affected by the stress of not caring for their employees is heart-wrenching. These employers' heart aching reminds me of a story where a start-up founder was facing a massive layoff of sixty percent of his staff. An unforeseen change in the market meant that there was not enough cash flow to maintain staff's current level. They would go bankrupt if he tried to "ride it out" and keep his total payroll. One of his investors told him he now had a choice, try and be a hero, let many people down, or see this as an opportunity and an obligation to take outstanding care of those he would be able to keep. This story may seem drastic, but it is a reality that leaders face all too often, and trust me, it is a horrible position to find yourself in. How does affirming your values in a situation like this help?

In his work, psychologist George Bonanno and his colleagues surveyed people who were impacted by 9/11. They found that those who reported having a clear sense of purpose and autonomy were more likely to remain resilient, and this was reflected in a higher rate of morale amongst employees. By taking a good look at your values and resolving to live more fully into them, they found that survivors of trauma were more likely to do better. How can executives and entrepreneurs help their teams to do this work? Encourage your staff to write down what is important to them from a values standpoint, set the example and share your own values. Encourage discussion on the matter or, if needs be, bring in a facilitator to assist you. If you are wondering if this is a good investment, consider this. During a significant restructuring at a county hospital, leaders held workshops to help the remaining staff deal with the anger and trauma they were experiencing because of the layoff. They were encouraged to express themselves and take an active part in rebuilding the hospital better than before. What was the result? Morale shot up, absenteeism dropped, and productivity rose. By productivity, we mean that staff (nurses and doctors) made far fewer errors during patient treatments which meant fewer lawsuits and lower insurance premiums, in short, a payoff for everyone concerned.

Step #3 – Build Culture

In Madrid, following the terrible 2004 terrorist bombing, survivors were far more likely to fare better if they had access to a supportive community. In one study that lasted several weeks, researchers found that many Spaniards talked to their neighbours, friends and family more about their feelings. Those in the study who reported more empathetic sharing with those in their community experienced a greater sense of well-being and positivity.

Connecting with colleagues and loved ones during COVID has been dramatically altered. Despite video conferencing technology's ability to keep us productive, it is no substitute for the kind of community building that occurs during interactions at the office. Something start-up success Tony Hsieh (of Zappos fame) called "collisions" these are the impromptu "got a second" meetings that allow people to connect and collaborate. Getting lunch or going for walks with colleagues to talk things out has a huge impact on fostering community at work. How can we compensate for this new reality?

Thankfully leaders can compensate for the lack of physical connection we are experiencing now. Experts agree that building in time during scheduled meetings to connect socially is essential. Another way is to let your team know that it is okay to express emotions during meetings. Show them that it is okay to be feeling stressed or sad. Take the time to set up a teleconference that is not about work but about connecting, turning that camera on, letting people see your "not so perfect" living room, and talking about life. Remember, it is not what you say so much as how you make people feel that counts when making lasting and meaningful connections. For more tips on how to stay connected with your team, check this out from NRCan's website.

Conclusion

We are currently living in one of those rare times in human history when we, as a human family, need to be at our best when it comes to leadership. Not just those with titles but especially those with titles need to help those around them evaluate their situation (life choices) and support them in the changes they may want to make in the light of current circumstances. Focussing on values-based leadership is always a wise decision and even more so now. Studies continue to show that connecting our vocation and our values creates a more productive and engaged workforce. And finally, take the time out to connect personally with those around you. It may be uncomfortable at first, dealing with so-called "messy feelings" that you may feel powerless not to have all the answers. You don't need to have all the answers; who does? You may feel like a fraud because you are feeling just as anxious on many levels as they are. Remember that being open to listen and experience the emotions of others will get easier over time. You don't have to share your feelings (although it helps create a bond of trust); just being a supportive listener can make all the difference.

Special thanks to psychology professor Jamil Zaki of Stanford University, author of The War For Kindness: Building Empathy in a Fractured World, for the research cited in this article.