Leading in Unprecedented Times

For many of us, we have have not lead a team of people or our families through a global pandemic, wide-spread business closures and an economic looming recession. There's no rule book on these circumstances. These are truly unprecedented times.

This has definitely caused several people I know to question their own perspectives on their workplaces, their choices in life and their purpose. Some are feeling stuck or overloaded with these questions. My advice is "Good. And dig in more." And if you are responsible for leading people, dig in even more.

WHERE TO START?

Limiting Beliefs: First off, what's holding you back right now from being fully self expressed and your best self? Is it a feeling of a finite future? That your plans are off track or that you have to rebuild what you started? Or that you are limited by your finances? Join the club!

Be truly honest with yourself. Where do you think you are being a fraud and if you aren't careful to disguise it, someone is going to see your faults and limitations? Mine are easy to spot a mile away: I'm not smart enough. I'm not good at math. I'm not lovable. I'm not worthy of X and Y. Once you get clear with what your internal narrative (oh, that's your ego by the way - see Eckhart Tolle's book The New Earth) is saying, you can push past it and start creating a purposeful approach to your life.

Two approaches you can take to reduce the narrative: Meditate and move your body. These always work for me because they take me back to the NOW. When my mind starts spiraling, it's typically because I am caught in a loop of my limiting beliefs. Stop the loop by moving your body and moving your mind to positive, generative actions.

Act with Integrity. Where in your life, in your relationships with the people you lead, or relationships at home are you not acting with integrity. Even in these times or loss and grief, you can be a leader of integrity with your people. So you had a company...or you had a business strategy, and it's off track. Declare a purpose for today and commit to that to your people. Be realistic with your time frames. Perhaps you would have shared a 1-year plan before, take it now in chunks...the next three months, or the next 3-6 months. Keep them informed every step of the way.

Company culture always looks good when the financials look good. You have budget to spend on bells and whistles. But if your culture is only a bunch of words placard up on the lunch room walls and not truly living, it will mean nothing to your employees in these uncertain times.

Check in with your company purpose (or vision) and values. Are they still relevant? Your purpose can shift if that makes sense for right now. But not too often or again your people may feel a gap in your ability to act with integrity. Perhaps you didn't value safety or agility before. These values may be more relevant to your company now. Make those adjustments by involving your people and asking them what's required. Ensure everyone is aware of how decisions will be made using your company purpose and values. (Stay tuned...I'm going to be writing more about PURPOSE in the coming weeks).

Be consistent. Leadership is consistency. Your team needs to see you showing up everyday ready to lead even when you're tired. Hint: If you're not 100%, then share that you're not 100% and take a break. Reschedule a meeting or a call until you can get back up to 100%.

Consistency shows up in your company rituals and stories. Whatever events, recognitions, or celebrations your company led before, adapt and do them again. Look at your frameworks such as communication , decision making, risk assessment and problem solving. If you don't have these in your company, create them.

Take time out with your leaders to appreciate and learn from what you are all experiencing. Thriving leaders reflect on the good and the bad, the top and the bottom. They extract tried and true ways of working together and set a plan forward.

Build structure. Yikes...I know we want to see pivoting and innovation. First check in with routines, processes, programs and teams. Do the diligence to realign structures, approval processes and communication loops to ensure your business continuity is in tact. Give people an outlet to express their concerns and ideas on how to streamline systems if you have reduced or remote staff. Learn as you go, and then communicate clearly the new structure or plan so you gain alignment sooner.

Oh...and by the way you're not building the structure, you assigning this to your executive leaders to work with their teams. It's crucial for you not to move into an operations role. Remain the CEO that is focused on the vision, culture and brand of your company.

And that 2020 strategy, toss it out. Work with your team to create a new one to get you through 3-6 months, 6-12 months, 12-24 months. Address financial, legal, technology, human capital, CSR and brand & reputation. Divide your time between leading your core team on the new game plan, and addressing the whole company on the purpose and values.

It's learn as we go.

Be safe. Live well. Stay home.

About Brenda:

I am Brenda Rigney. I have been leading teams and organizations for 25 years. My clients are Founders, CEO’s and Executive leaders that want to make a bigger difference with their teams. These leaders are vested in connecting with their people, aligning the company culture and strategy, and developing themselves to be a mindful leader with their work, their relationships and their well-being. I am at my best when I am living my vision of expanding the potential of women, as done by mentoring young women in business, learning how to advance women executives on boards, or fundraising to improve the rural conditions of women in third world countries. I reside in Vancouver, Canada.