How to successfully lead through a challenge like Covid-19

Every change is a challenge in itself. And while there are tons of models and tips available on how to lead through change, we must acknowledge that no “standard way” will suffice the specifics of any project. Let’s have a look at the below graph that tries to categorize change along two factors:

1. The required mindset and behavioral changes
2. The perceived threat by employees

The level of required mindset and behavioral changes varies by change project. The sale of a business might be an example for a lower level, while cultural change certainly requires more mindset and behavioral change.

In contrary, cultural change is typically not perceived as a threat, being at the bottom of this chart.

Important to recognize is that we are speaking about perceived threat: when leading employees, it doesn’t matter whether or not anything that matters to the employee is at risk. If an employee feels a threat, it is important to acknowledge it and act appropriately as a leader.

Applying this model to the current situation, the challenge of the Covid-19 crisis becomes obvious: Covid-19 requires significant mindset and behavioral changes from nearly every employee worldwide. At the same time, the vast majority of the population perceives Covid-19 as a threat.

This leads us to the question what a leader can do to support employees in such a phase.

What do you need to do to successfully lead through such a phase?

The bigger the perceived threat by employees, the bigger the need for orientation. When leading a change project, the reason for the project and the target should be absolutely clear to everyone. But Covid-19 is not a planned change project. So,

How can you provide orientation as a leader?

1. Increase your communication. Be transparent about how the current situation affects your business. Share with your employees how the company is responding to the crisis. Think in scenarios and develop options. Prepare your company for the various scenarios and involve your employees (as much as possible).
2. Set clear expectations. You might have to adapt your yearly targets. You and your employees might work in a more challenging setting (working from home, having children around you, …). As the context has changed, your expectations should change. Be clear about what you expect from employees – and what not. A lot of employees are struggling with the number of challenges and the increased pressure they face. Take away the pressure they feel by also being clear about what you don’t expect in the current phase.
3. Stick to your routines. Routines provide orientation and just because your working mode has changed, doesn’t mean that routines have to change, too. When you used to have lunch together with your team, continue doing so – virtually. When you celebrate every birthday, continue doing so – virtually.
4. Be available. Your employees might have an increased need for communication. They might have a lot of questions regarding the current situation as well as the future. Be there for your employees. They need an approachable and empathetic leader more than ever.

A situation that is perceived as a threat increases the perceived threat of other projects

Interestingly, other projects tend to be increasingly perceived as a threat as well. During a crisis like Covid-19, topics might be interpreted differently than normally. Let me provide some examples:

Do you conduct a regular performance conversation? A standard process in a normal year. But as companies are going through the crisis, employees could start questioning whether this year, the performance review process has a different objective.

You are not satisfied with an employee’s performance and provide feedback? Consider that your employees might be more skeptical in this phase. What might be well-intended by you, might not perceived as a positive intention by your employee.

Whatever you do as a leader: consider that your employees might be more sensitive regarding what and especially how you are communicating.

A mindset and behavioral change requires a whole set of initiatives

The further to the right a project is located on the x-axis, the bigger the required mindset and behavioral change. Covid-19 is extreme in this respect. Nearly no employee worldwide who is not working under completely different circumstances than 3 months ago, facing additional challenges like financial pressure, home-schooling your children or being worried about your beloved ones.

We are forced to work differently from one day to another. But are we prepared for that? Is our mindset ready to embrace such a change? Will we find ways to accommodate to the new circumstances and find joy in everyday’s life?

If employees shall change their mindset and their behaviors in a way that it is not a pure reaction to the current crisis, but that they actively, effectively and successfully embed the changes in their lives, 5 critical areas need to be addressed.

1. Train and develop your employees: most employees are not prepared to work regularly from home, to home-school their children while working, to work under enormous stress in some critical areas (e.g. healthcare, essential services). The training needs might vary from person to person. But it is clear that there is a huge training need, be it in using new technologies, mental wellbeing and stress reduction, leading virtually to name just a few. We don’t know how long the crisis will take. We also don’t know to what extent we will return to old working environments or keep some of the new realities. But if a company wants to be successful now, and prepare for the future, it needs to invest in training and development now.
2. Reward and recognize the efforts that are made: In order to successfully embed changing behaviors, employees want to be recognized for it. And while the situation doesn’t allow someone not to change, we as leaders should recognize all the efforts and energy employees are putting in to make that change happen. So, think about how you are recognizing this effort? Sometimes, leaders forget to simply say thank you in situations like these.
3. Be a role model: employees won’t change if they don’t have role models to look up to. If my manager is not changing behaviors, why should I? And while the situation is as challenging for leaders as for employees, you are a leader because you are trusted that you can embrace change faster. Be a role model in leading through this crisis. That doesn’t mean that you need to do everything perfect. Share the challenges you are facing and allow your employees to struggle with the situation like you do. If you are working from home with small children in the background, employees in a similar situation might feel that they are sharing the burden. Take pauses to reflect and take care of yourself – and encourage your employees to do the same. Be approachable and take time for your employees – so will they for their customers, stakeholders or family members. Be empathetic and trust your team. Don’t start bombarding your team with calls just because you are not used to work from home. Don’t pretend that everything is perfect when it’s not. Simply be authentic.
4. Adapt processes and systems: the new situation requires most of us to work differently and to prioritize more thoroughly. You might need other technological solutions than before. You might need to change processes. You might need new tools. Whatever it is, don’t hesitate to change processes, systems and tools. Some joke that the digitization in their company was led not by the CIO or the CTO, but by Covid-19. Take the opportunity now to change what obviously and urgently needs to be changed.
5. Communicate and listen carefully: it can’t be mentioned often enough. All of the above won’t happen if you don’t communicate. Connect with your employees, customers and stakeholders. Speak to them, share information, the status, your plans, your ideas and questions. Be transparent and lay out what you know and recognize what you don’t know. Listen twice as much as you normally do – but don’t only listen. Your aim is to understand.

Having these aspects in mind when leading through the crisis will help us becoming better leaders. In the crisis and beyond.

Please note that these are my personal thoughts and do not necessarily represent my employer.