It’s never been lonelier at the top: Leading during COVID-19

Business leaders have undoubtedly had the most challenging experience of their careers leading their organisations through the COVID-19 crisis. While many looked back to lessons learned during the 2008 financial crisis to navigate a way forward, nothing could have prepared them for such systemic change in only a few months, with many relying on gut instinct and softer skills more than ever. 

To understand the experience of leaders, the scale of the challenge and how they have fared  being at the helms of their organisations during this turbulent time, LinkedIn recently surveyed the opinions of 700+ C-level executives across the UK, Germany, Netherlands and Ireland, from companies with 1,000+ employees and annual turnover of ￡250+ million. The results are fascinating and shine a light on the human side of leadership. Here’s what we found. 

Leaders put on a brave face during COVID-19

More than two-thirds (69%) of C-level executives across Europe say that leading their organisations through COVID-19 has been the most challenging experience of their career, with many having to make tough decisions regarding the future of their business and workforce. Nearly a third (32%) have made employees redundant, 42% asked workers to take a pay cut, and in the case of the UK, 62% of leaders put staff on furlough. 

One of the biggest challenges the majority (72%) of leaders have struggled with during this time is not having all the answers, with over half (52%) at times doubting their ability to lead. A third of leaders say they have had to rely on gut instinct to make decisions, and three-quarters have put on a positive face even though they do not feel optimistic about business performance. More than half (58%) have also found leading virtually challenging. 

The weight of responsibility

LinkedIn’s latest Workforce Confidence Index highlights the impact that COVID-19 is having on the stress levels of employees, and leaders are feeling it too. Over half (56%) say the global pandemic has had a negative impact on their mental health, with 37% finding it more difficult to switch off from work, and 41% experiencing higher levels of stress. A quarter say they have experienced imposter syndrome during this period. 

Speaking to Catherine Devitt, CEO at executive coaching and coach development firm, Meyler Campbell, she told me about the type of challenges leaders have been experiencing: “We’ve seen a sharp uptick in demand for coaches from senior leaders seeking a safe space to clarify their thinking and enable them to make decisions at pace. Leaders have had to be at the very top of their professional game since the onset of the pandemic. They’ve been expected to be firm and decisive, while also being at their most empathetic – all while dealing with some of the most significant challenges they have ever experienced on both the business and home front. Under the weight of increased scrutiny and heightened expectation, professional coaching has helped them to lead and communicate, and support and encourage their people through a very challenging period.” 

Soft skills have been essential 

The majority of leaders say that this period has given them the opportunity to reflect on their leadership style, and many believe it will have a lasting impact. With uncertainty around COVID-19 causing fear and worry amongst employees, 44% of leaders noted having to demonstrate more essential soft skills, such as empathy, compassion and emotional intelligence. To enhance their personal leadership, executives turned to online learning (29%), management consultants (25%), and executive coaches (23%) for help. 

The importance of soft skills in leaders has been well documented over recent years. Speaking to Pinky Lilani, Founder of Women of the Future, she further reinforced the importance of compassionate leadership. She told me: “The data from LinkedIn demonstrates the significant challenges business leaders have faced due to the pandemic and yet it has also given many a unique opportunity to reflect on their leadership style. Against a backdrop of uncertainty and rapid change, we’ve seen kindness move to centre stage with more leaders and industries recognising the impact compassionate leadership has when it comes to building trust, confidence and loyalty.”

Closer relationships with employees 

COVID-19 has also given the majority (69%) of leaders the opportunity to build closer relationships with their employees, with nearly half (45%) communicating with their workforce more regularly than before to instill a sense of community. Around three-quarters (74%) say that employees now expect greater transparency from leadership as a result. Interestingly, 72% of leaders noted that employees have become kinder and more considerate towards each other during the crisis. 

Speaking from first-hand experience, Steve Ingham, Chief Executive Officer at PageGroup, recently shared with me: “This pandemic has further reinforced the importance of visible leaders who can offer their employees clear direction and reassurance during uncertain times. However, as we’ve seen from this research, we are often learning key lessons in real time, which can make it challenging. The leaders who can effectively adapt to the constantly evolving challenges are the ones who are most likely to thrive. Leaders should also focus on remaining calm and keeping communications simple, focusing on a handful of key messages. Employees are likely to be receiving information from multiple sources, so this is important to avoid confusion.”

Dr Daniel Beunza, Associate Professor of Management at The Business School (formerly Cass), also shared his views on the closer connections forming between leaders and their employees, and his hopes for them to continue. He said: “Seeing that leaders have built closer relationships with their employees as a result of the global pandemic is a wonderful outcome and positive for anyone who believes in good management. Undoubtedly, the quality of the employee-supervisor relationship is the central pillar of any organisation. By forcing companies to communicate more and trust their people, this crisis might paradoxically have improved organisations. I expect the leading companies in each industry will find ways to leverage this temporary increase in engagement into new forms of work that are more flexible and innovative than before.”

Future workforce priorities 

Over the next six months, leaders are focused on helping their employees return to physical workplaces safely, but in the meantime recognise the need to help keep those who are still working remotely to stay motivated. Furthermore, 60% of leaders are considering restructuring their organisations in order to reduce costs. Longer term, 64% say that creating a fairer and more equitable workplace is important, 32% want to improve the diversity of their workforce, and 39% want to introduce flexible hours to better support working parents and those with dependents. 

COVID-19 has undoubtedly been a catalyst for change and leaders now have an opportunity to consider the type of businesses they want to rebuild. Creating more diverse and inclusive workplaces where employees feel supported and that they truly belong, and offering people greater flexibility will be essential to building back stronger and more resilient businesses. 

I’d love to hear your experiences of leading during COVID-19. Please share your lessons and learnings in the comments below. #Leadership #COVID19