Bossing From Home

Keeping an organization running during this pandemic often leaves me feeling like I'm living in an alternate universe. My role as CEO of Oliver Scholars, a college access and leadership organization in New York City, requires the nuanced balance of managing my own life and experience during this pandemic, while ensuring the sustainability of our organization and tending to the needs of my staff and the young people and families we serve. Just typing those words left me a little out of breath! After five weeks of running my organization remotely, I'm finally finding a rhythm - but, I've still got work to do. Here's where I'm landing.

1. Self-Care is the Best Care. Every time I've taken a flight, whether domestic or international, the flight crew can be heard reminding passengers that in the event of an emergency, they should put on their own oxygen masks before attempting to assist other passengers. Folks, this is an emergency situation! Somehow, though, when we're living our lives on land that sage advice seems harder to follow. In this moment, there are a lot of folks looking to me to make sure our programs continue, to ensure that our fundraising efforts aren't lost, to ensure that our staff stays employed, and to ensure our organization is sustainable through this crisis. Most people want to know what I'm doing to keep the ship afloat, and I get it. That's the job I signed up for. And, truth be told, I have a hard time centering my own needs under normal circumstances so in a crisis of this magnitude, self-care seems self-indulgent. The fact is that self-care for leaders is probably more crucial now than it's ever been. Many of the decisions I need to make in this moment require that I am thoughtful, clear-headed, and focused. I can't afford to bring anything less right now. But, what does self-care mean? What does that look like? Before the pandemic, self-care often involved an afternoon at the nail salon, a spa trip or some other outing with friends and loved ones. When social distancing, self-care can mean establishing a schedule so that I'm not working around the clock; going back to doing my own manicures; connecting with friends via Houseparty; journaling my way through this madness; and, yes, self-care even scheduling time off so that I can finish home projects or do a whole lot of nothing.
2. Transparency with the Team. Some leaders are in the unenviable position of having to make some tough decisions in the coming weeks. Whether your organization is facing layoffs, cutting back services or reimagining how you do business, the next few months are going to be uncharted territory for most of us. Whatever it is you're facing, be transparent with your team. No one wants to be caught by surprise in a climate where people are already facing serious personal consequences of this pandemic. Some days it feels like I'm offering condolences more than I'm sharing jokes on social media. I have more friends who've been personally impacted by COVID-19 than those who have not. Whatever mountains your organization is preparing to climb, be open. Being transparent is actually a good way to build trust with your team, to invite them to strategize with you about what's possible, and it's ultimately a great way to increase your credibility as a leader.
3. Productivity Will Not Look the Same. I hate to tell you this, but you should not be asking folks to proceed with "business as usual". There is nothing usual about having to stay indoors 24-7. The first couple of weeks I was "sheltering-in-place" all I could think about was finishing by book using the three hours time I got back since I am skipping my usual commute and working remotely. By week five, the isolation and confinement began to take their toll. As a CEO, brand ambassador, relationship-builder and fundraiser, I've built my career by connecting with people. This is a difficult time for me. I'm constantly having to figure out how to create the same emotional experience without being able to rely on in-person connection. I'm getting the work done, but I'm also being mindful to step away from computer and take frequent breaks as needed. I'm exercising more regularly to help ease my stress. I'm using Zoom calls more now than I could ever have imagined I would. But, I'm also cognizant that some of my team members are continuing to keep the "business going" while "homeschooling" or caretaking of elderly relatives. Life is different. for all of us. Your expectations and level of flexibility should match our current reality.
4. Don't Overmanage Your Team. What does this mean? Someone recently shared that a friend's boss is now demanding daily memos from staff giving an accounting how they spent their time. Say what? If you have someone on your team whose work ethic and commitment you have that little faith in, you should probably have been having a different conversation before this pandemic hit. Set expectations, but don't be obnoxious. If you already had a morning meeting and kick-off as part of the culture and you want to do that remotely, by all means, carry on. But, hawking staff on Google, Slack and Teams to make sure their working is about control, it's not about productivity. These are stressful times. Honor existing structures to the extent that you can, but don't create new hoops for the team to jump through just to punctuate that you're in charge. Collaborate on how you'll define what workflow and deadlines look like, when check-ins will happen, and how to document progress toward organizational goals. Invite people in. Don't leave them desperate to find other work when the dust settles.
5. Prioritize Organizational Wellness. After a recent all-staff meeting, and after learning more about how this pandemic is affecting the young people and families we serve at Oliver Scholars, I decided that wellness for my team is just as important as productivity. I'm reaching across the sector to identify resources to help support my team's need to take care of themselves. I am making sure that folks know what mental health and online wellness resources are available. I'm reimagining how we create community while getting the work done. I'm being mindful that building opportunities for creating joy and fun as a team is just as important as all the planning and strategy meetings. When my team feels supported and equipped to do the important work our families rely on us to do, I can focus on the things that require my attention the most.

I have no idea what the world will look like in six months. Six weeks ago, I thought we would be out of circulation for two weeks at best. Now, it's clear that the world has been brought to its knees. I don't know what's ahead. And, I don't have all the answers. But, I do have a strong belief that we will get through this. We will be changed for sure. But, we will survive. We've just got to figure out a way to carry on.