Driving Leadership In The Wake Of COVI-19

COVID-19 was declared a global pandemic in March, 2020. The shocking reality remains astounding from various angles in which the news was deciphered globally. This has since seen the implementation of measures and guidelines to curb the spread of COVID-19 by many governments, specifically emphasizing the practice of good hygiene, social distancing, isolation and other more stringent steps like nation-wide lock-downs. The effort put in place by the government of Uganda cannot be ignored and we continue to stand together in ensuring that we defeat this pandemic for good.

As many come to terms with the current situation while adopting to all recommendations, we cannot escape the fact that the Coronavirus has steadily become a critical stress test of leadership, challenging the status quo of most strategies across different organizations. As leaders, our role in dissecting the impact of this global pandemic on inter - intra relationships, business growth, stability and continuity, economic and social effect cannot be missed.

There has never been a time when the global fraternity is ready to stand together, speak the same language and stand against a common enemy, who in this case is COVID-19. Despite the fact that to many, making sacrifices in support of the fight against COVID-19 has happened effortlessly, we cannot escape the reality that lies in how best leaders can handle the current situation and embed it across all operations to ensure calmness and business support/ continuity.

According to re-known American author John Maxwell, leadership is not about titles or positions, but rather about making a difference in the lives of others. Therefore, how we drive leadership and maintain a balance between inspiring and executing across our key stakeholders remains key.

For starters, it is important that we identify some key strategies that drive stewardship for better results especially at such a critical time. Having a strategy that not only inspires our employees and followers but also drives action and execution is vital. According to a 2020 research by Gallup, Inc, an American analytics and advisory company based in Washington, D.C and popularly known for its public opinion polls, followers have four fundamental needs. These include trust, stability, compassion and hope. In this case, we need to ask key questions such as: have we successfully communicated a clear action plan in response to the Coronavirus outbreak to our employees? Do our stakeholders believe that we are successfully managing all the emerging challenges during this time? Have we established a mechanism that builds trust, comfort, stability and above all gives hope that everything is under control? Many a times as we develop strategies, we make risk assessments, draw business continuity plans and have all measures documented to cover any threat or impediment that might arise unexpectedly. However with the outbreak of COVID-19, most leaders have had to adopt to doing business “unusual”. It is at such a time when the importance of firm and steady leadership is exuded because such situations that shake us globally can render the environment one where seamless leadership is hard to exist.

Taking some bold steps like inculcating “Trust” and showing “Compassion” can go along way in driving leadership. Any leader should try to have a strategy that builds trust and drives compassion because employees, who in this case are a key primary audience need it. COVID-19 for starters caught everyone unawares and then spread rapidly to become a global pandemic a few months after hitting China. All recommendations and measures have shaken up the socio-economic environment with a good number of organizations incorporating the remote working processes for continuity. In driving leadership, such situations can check one’s ability to show how much they trust their employees to stand alone and deliver when they are not in their midst and how they embrace the opportunity to be felt even when at a distance and deliver results with minimal supervision. This is a time to realize that success is never reached alone so empowerment across varying levels comes to play.

Therefore focusing on instilling hope and optimism so that in the end, every single person under one’s wings as a leader can feel that they made a contribution to the sustainability of the organization during the fight against COVID-19 can be a smart approach. As a leader, try to be as present as possible through phone calls, video conferencing and where necessary, get your hands dirty and get proactively involved in any effort that makes life easier and better for all teams at a time when they have so much on their plate. This is the time to be a leader by example.

One other aspect to consider though, is that leadership spills from within to the outside. In catering to our primary audiences, we should not forget our customers, communities of engagement, shareholders and other entities of affiliation. At such a critical time, it may be important for one to protect all their stakeholders’ well-being and lead with purpose. The well-being of the stakeholders that one serves should be top on the list of priorities while dealing with this pandemic. The anxiety created by COVID-19 is one that has been felt across many households, businesses and the wider community. One’s employees, customers, potential customers, communities of engagement may certainly be threatened by the impact of this pandemic. It is therefore important that leaders have a strategy that keeps their key stakeholders comfortable and optimistic that their well-being is secure.

Establishing a purpose that will help in meeting the common adage “make lemonade out of lemons” for example, can help in making the best out of this crisis. The COVID-19 pandemic has provided room for innovation and targeted focus on core areas to suit different situations. For example, we have seen some beauty and clothing companies changing their strategy to the production of personal protective equipment like gloves, hand sanitizer and masks. We have also seen many sectors like the Banking and Education sectors driving and promoting the use of digital platforms to conduct business and studies. In the same breath, the economy is fast adjusting to the use of electronic operations to enhance their current lifestyle. While it might seem like a case of survival for the fittest, there is great opportunity even in the wake of our current crisis. As leaders we must find a purpose that resonates well with the current situation. One that employees can affiliate to and customers warm up to in the quest to inspire but above all act and execute well enough in a manner that does not disconnect the organization from the status quo.

Endeavoring to mitigate the impact of COVID-19 both in the short and long run can be a good way to drive leadership. This is the time to re-visit all crisis and business continuity plans in an organization. Experience has shown that reality is the ultimate test of any theory so as many deal with this situation and implement most of their crisis and business continuity plans, there is also need to look at the bigger picture and imagine what else could go wrong or right. What opportunities can be explored and what further mitigation can be made without compromising the company’s values, mission and vision. What are the best and worst case scenarios, and is the business equipped to cope? What could be the impact in the longer term, for example, on working capital or contracts, or even rent for shops and restaurants if public places are closed? Asking searching questions of finance teams to highlight critical sensitivities and projections comes in handy. Rallying teams and identifying critical processes, critical skills, vital organs and functions required for smooth business continuity and further exploring new innovations and technology that can support the business for the long haul can be helpful in seizing the moment and strategizing further to cover the bigger picture and any other avenues for the better.

Above all constant communication is vital. Through communication, leaders can assess information, avail feedback and drive engagement for better results. Often times, disinformation can travel faster than accurate information. It is therefore important to have a focal point that analyses information and sifts out what best detail suits one’s audience. In Uganda for example we have credible sources of information who include the Ministry Of Health, the Government of Uganda and at a global level, we have the World Health Organization that publishes daily bulletins on the global status of this pandemic. At organizational level, have a communications plan that manages your audiences’ needs. Identify key stakeholders and establish what information they need from time to time, who needs the information first, the best channels/tools of communication to get to them, and above all the overall purpose for the messages. Importantly, one should establish and manage a tone that will be maintained across all communication. It should never be one of panic but rather, a composed, calm tone that instills hope and leaves room for the employees and stakeholders to decipher and take in the information shared. At such a time, it would make a lot of sense for leaders to focus their efforts around empowerment, practice and adhering to all recommendations and guidelines because the key attributes to winning this fight need to be emphasized in all communication.

The declaration of COVID-19 as a global pandemic, came with a shift from prevention to protection of everything dear to us, whether it is our employees, businesses, families, communities and institutions at large. With national securities on movement and gatherings, the national and global business community’s agile and unified response is required. We pick the lessons from this chapter and continue to remain focused on providing the right guidance through it all.

Like John Maxwell says, Leadership through tension can be a challenge because getting our teams’ through requires for one to challenge their thinking, attitude, emotional response. However getting the teams to do something greater is the goal of the leader. Even at a time like this, leadership ought to focus on challenging our teams to chase after what is better and how we can do things differently to adjust to the situation at hand and support each other to achieve as organizations and entities.

Remember to practice all recommended measures in keeping safe as we continue to fight the spread of COVID-19.

#StaySafe.

MICHAEL.K.MUGABI

MANAGING DIRECTOR, HOUSING FINANCE BANK

PRESIDENT, INSTITUTE OF CORPORATE GOVERNANCE OF UGANDA.