The Biggest Leadership Challenge I Face as CEO and How I Aim to Fix It

As we approach the one-year anniversary of Covid-19 in the United States, many business executives are considering how they will manage the coming year. Companies are picking up the pieces after a year unlike any other, from business issues to keeping their personnel intact.

The most significant leadership issue I am experiencing as CEO is adjusting to life during and after the pandemic. Morale was the overwhelming response. Too many Zoom calls, operating in isolation, and the professional, personal, and family pressures of the pandemic lifestyle are exhausting employees and business leaders across the board.

To put it another way, they are exhausted.

Now that we can see the light at the end of the tunnel, it's up to me to increase morale or face the consequences later. Employees will either stay loyal or seek new jobs once the crisis is over, based on how I was handled by my firm during this uncertain period.

I'm thinking about a few things right now to help rekindle business morale and ensure that staff feel valued.

1. Think of new techniques to stimulate the human brain.

Zoom fatigue is a very real problem, especially with the rise in video calls. Look for new ways to bring the team together and engage with them instead of the now-standard video happy hour to connect with coworkers. Create a scavenger hunt for your staff or invest in a virtual tour of a local museum. A small adjustment in the weekly routine injects some excitement into a workweek that might feel like Groundhog's Day.

2. Re-establish and reestablish your business's vision.

Employees must feel that a better day is on the horizon, and that you, as a leader, have not only a vision for the organization's future, but also a plan to get there and the commitment of your leadership team to see it through. Clarify your vision for your company's future direction and how you'll emerge from the catastrophe. Most importantly, make sure your staff understands how vital each individual is to the company's success. Your company's vision directs its course and brings everyone together to strive toward a common goal.

3. Strengthen your culture.

Companies were held together by culture during the crisis, and culture is now propelling them out. Now is the time to emphasise culture as a distinct difference. Culture is more than perks or incentives for employees; it's the unifying force that brings people together in a firm. In a virtual workplace, new employees may find it difficult to connect with the culture. Restate and reinforce corporate ideals on a regular basis to strengthen your culture. Establish consistent communication standards and recognise all accomplishments, big and little, on a regular basis. These important characteristics of corporate culture will aid in attracting and retaining top employees.

4. Set short-term sprint targets.

The economy has been continually changing throughout the last year. While some industries thrived, others came to a grinding halt. It will take time for you to recover. Employees can focus on and achieve realistic goals by breaking down annual goals into short-term sprints. Then, as each target is achieved, have a celebration with your personnel. Employees will remember these modest moments of celebration when considering leaving a company.

This has been a challenging year. The problems that my colleagues and I have had to tackle both at work and outside of work are unprecedented. Returning to some form of pre-pandemic life is becoming a reality, with reports of several vaccines being more widely available each week.

Leaders must be understanding of their employees' exhaustion, or they risk losing their best personnel. They must also manage their own exhaustion, as stress and burnout are not unavoidable. Employees who feel like they are contributing to the bigger picture will stay committed for years if you double down on your company's goal and culture.