Drive Your Career: Road to Recovery

A tenured executive shared in confidence a disagreement she had with her CEO.  The decision had been made to implement a corporate wide salary cut in response to the crisis in March, anticipating a downturn and attempting to retain every employee. Although she took a cut, she sang praises of his initial strength as a leader navigating the crisis.  “He was communicative and strong,” she said. “I felt like we were all in it together and we were unstoppable.” 

Now, two months later, she finds the business stable and revenues haven’t dropped as expected. She asked her manager, as well as HR, if his higher compensation can be reinstated. After hearing the resounding “No, not now”, she is left frustrated and feeling undervalued. "He was consistent and steady in the beginning,” she said about her CEO. “Now I don’t know what he is thinking, communication has fallen to the wayside. I feel like we are all in limbo.” 

Another individual revealed the tension was growing in his team.  The line between home and work was blurred during the stay at home mandate, and he was having a difficult time prioritizing his wife and family. With less team members available, he never seemed to get ahead. He is stressed, exhausted, and thinks he may need to start actively looking for a new role.  “I can’t seem to find that sweet spot at work, nor at home,” he said. “Each day falls into the next and I feel like I am spinning in circles.” 

It was opportune when I came across this article in Harvard Business Review confirming what I already suspected, the hard work of driving to the other side of this crisis has only just begun. The article describes the three stages of a crisis as Emergency, Regression, and Recovery. The “Emergency” stage, where the initial adrenaline pushing all of us to work harder and think clearer, eventually wears off. "Regression", as with children, can be a return to actions atypical of development, often attributed to an attempt to regain control. Professional regression occurs as the weight of the unknown creates anxiety and skepticism, often colliding with physical and mental exhaustion. The timeline or regression is unclear, which can make this period even more challenging.  

To move through regression and into recovery takes a mindset shift and actionable change. In a team, HBS advises a “reset” on perspective and team organization. As you navigate your career, actionable change must start with you. Stop "handling" the crisis, and start "Moving out of" the crisis. Step back, gain an objective view of where you stand and what you are looking to accomplish.  

• Are the questions you are bringing to your leadership part of the problem or part of the solution? 
• Are there efficiency gaps in your work day? If so, why and how can they be streamlined?
• Where can you give more than is being asked of you, and ask nothing in return, to help the team through this period? 
• Are you taking actions to protect your mental and physical well being? 

Getting to recovery is important for business, but it starts with the individual. During economic downturn, working harder, and making less money, can be customary. Don't underestimate the potential backlash. Reflecting on your role, your output, your efficiency, and your value to the organization is an important exercise. It will allow you to reframe and set appropriate goals, daily, weekly, and beyond. The initial output associated with the early crisis will fade, and this stage before recovery is likely a long road. Set your plan, adjust as needed, and ensure you are keeping a routine that will keep your best performance at the forefront.