Leading in the new normal

It has always been crucial to care for and love the people you are privileged to lead and serve, not just in the good times, but the challenging times as well; but this has rarely been taken seriously. People are still often thought of as an “asset” that can be transacted and therefore even the best leaders have had a time-limited interest in the long-term success of their teams.

It is only in the light of a global pandemic that leaders have realised the fragility of their businesses and their people. With many industries facing a significant decrease in revenue generation, leaders are now realising the importance of self-care, love leadership and creating a culture that celebrates disruption and non-conformity. I am not sure they would use those words, but they know that their positions are never going to be the same. Only a few will be able to lead in the new normal.

Leaders currently need Courage, Clarity and Conviction but this will only support the recovery of our communities, people and businesses if it is rooted in Compassion.

I define compassion as the ability to be and feel exactly where I am, or someone else is, without judgement; without the need to solve or fix; but with pure acceptance. Acceptance that this is the current reality; acceptance that fighting “what is” is futile and exhausting. This definition of compassion allows me to let go of the expectations of “what should be” and enter a state where I can create a safe place for the people around me. It allows me to connect with and lead from my heart, instead of my head.

Our people are going to need true leaders, more now than ever before. We need leaders who will allow people to be who they are and accept how they feel. We need leaders who will put themselves in the firing line to protect those around them. We need leaders who understand that just physically protecting their people is not enough.

The argument for isolation is solid, but we need to take responsibility for more than the physical safety of our staff. We need to support them mentally and emotionally as well, not just now but by creating a clear path to come out the other side. And we need to step back and take a brutal self-inventory of where we are.

I am one of the lucky ones, for the last few weeks I have felt calmer, more certain of myself and grounded than I have ever before. I know that I can offer value and service to others and that I can support them. But I have also felt those twinges of fear and doubt. I am not of the school that says you should ignore these twinges, for me, that doesn’t work, and it means I am no longer being truly authentic. I believe we have to look at what we are feeling ruthlessly and honestly. I know if I am hiding from my emotions, I cannot help another to deal with theirs. So, I need to do the self-work before I can do “my job” to the best of my ability.

To support your people, you need to first support yourself. This is true for everyone no matter what situation you are in. By taking care of yourself, not only are you leading by example, but you are enabling yourself to be a better leader to your staff. By practising self-compassion, you will become stronger in your convictions, in your courage and will gain more clarity. You will know who you are and what you can uniquely offer.

Many people are writing great advice about how to look after staff now, but I want to take this time to write about how we set your staff up for long term success and security. We don’t know how this pandemic is going to play out, but we do know that at some point we are going to have to come out of isolation and look at the new normal.

It has me thinking of the book, “I am Legend”. For those who have not read it, I apologise for the spoiler, but at the end, the lead character realises that in the new world order he is now the boogie man, he is the legend and myth that scares people at night. What has worked in the past will not work in the future. We love to say this in meeting rooms and workshops, but we never fundamentally change anything.

Well, now we have a chance.

We have the opportunity to build something new, something grounded in many of the values that we discuss but don’t live. To build cultures that empower, disrupt and create. To be honest with ourselves and each other about how we want to live our lives. And be brutally responsible for the behaviours we have exhibited in the past that have contributed to the global situation now. This is not about blame but accepting that each and every one of us has to change if we want to thrive in the new normal.

We have to be willing to now feel our way through this process. I am not saying no action, but all the “things” we have done in the past are not going to support our future is we do not engage how we feel. What do we want our businesses to be, how do we want our customers to feel when using products and services? And I don’t mean the current trend of instant gratification through crass consumerism.

We need to start visualising the future how we want it to be. We are in a unique time where we can question every boundary, every system, every norm. We can envision and create without traditional limitations. That does not mean we scrap everything, there is more “good” than “bad” in most existing businesses, but what can do better. How can we be better?

I have a quick exercise that I use a lot. (It is not mine, but I am also unsure of who taught it to me as I have been using it forever!)

I ask myself “How do I want my “team/customers/children” to feel?” I then list 3-5 emotions that I want to achieve. For example:

How do I want my team & colleagues to feel after this pandemic?

I want them to feel:

·      Safe and wanted

·      Know what they need to do

·      Cared for

I then ask myself; “So, how do I need to be for this to be the case?”

I need to be:

·      Calm and grounded

·      Approachable and present

·      Clear on what we need to do and achieve

Understanding how I need to be, allows me to know the end goal that I am wanting to achieve. It allows my heart and gut a seat at the table which has been trained to be led by my head. I have spent years working on leading with my heart, and yet there are still times when my training, when my fear, takes over and gives my head the only voice.

By focusing on the end emotion, I can plan in a way that delivers what needs to be “done” but in a manner that creates an environment that nurtures the culture I want to build. It also gives me the courage, conviction and clarity, rooted in the compassion I have fostered, to move forward and lead.

I also shift my point of motivation; I am no longer being driven by some external factor, such as future recognition or reward, but by an inner emotion that can be revisited in the moment. That propels me forward with renewed love and passion for what I am creating.

I am now working on defining what the new normal will look like for my company. How can I create something that has the agility, creativity and passion embedded in the DNA of everything we do? How do I create an environment that honours those I lead and serve to reach their potential? How can I create something that is rooted and nurtured by compassion?

Whilst this is very much still a “work in progress”’ I also know that this is a critical piece of being a leader at this time. We need to paint a view of the possible.

As leaders, we must lead, into the unknown, the unchartered, with a spotlight on the potential of the future.