Reflections: leading during COVID-19

These last few weeks have been simply crazy ... and I expect the next few to be no different.

Full stop.

No arguments.

I catch myself often (still) wondering out loud if this is really happening. Coronavirus. Lockdown. Pandemic. Global economic meltdown. Organisations large and small at risk. My friends losing “jobs and livelihoods” (feel like I should reference PM Scott Morrison for that one!).

But interestingly, I have noted and have taken a keen interest in some other things happening around me. I have noted how people are reacting and acting. I have also been watching intently how the corporate and government worlds have been acting and leading through this crisis.

And I have found myself personally committing to certain behaviours that seem to make a difference. That are seeming to have an impact. And not just on others. Acting, engaging and leading following some of these “guidelines” has made me far more effective and far more engaged.

Interesting.

Over the last few weeks I have been actively looking to keep my teams moving and engaged and involved. And as I collected my thoughts about what was working and what wasn’t, the 5 E’s of leading in a crisis appeared. But actually, as I read them now, they are just the 5 E's of good leadership.

Or my version anyway.

1.    Empathy

Due to the global COVID-19 pandemic, it is vital to appreciate that people are all experiencing things outside of work that you have no idea about. During a remote working from home and social distancing experience, it is even more important to appreciate that not everyone’s experience and environment will be the same.

Perhaps senior team members own their house. They might have their own home office and some space outside. Other team members might live in a shared flat with people they did not ever think they would be spending most of their days with, 7 days a week, week in, week out.

Being aware of this and having empathy for others and the situation they find themselves in is vitally important and trust me, people will notice. Be aware of what they can get done easily at home. Make allowances for time and deadlines. Send things to them to make the environment more conducive to a good days work. Understand and appreciate their circumstance, adapt your requests and behaviours in line with that and you will make a real difference to that person and as a result, they will be more encouraged and engaged to work through the current situation in the most effective and efficient way they can.

2.    Empowerment

It’s important to understand people are feeling anxious. Is their job at risk? If so, what options might exist for them? They might have some serious concerns for people within their circle of family and friends that is causing them stress.

In my experience, people in this situation thrive on being empowered to get on and do things with some independence. To take back some control of their surrounds and daily routines. Especially now all of our daily routines are blending across the 7 days of the week. This can be very counter-productive.

Find some projects to get people busy, things they can design and deliver on with little involvement or “input” from “leadership”. Ask your teams to set up initiatives and programs they think will help the broader team. Being empowered will build and maintain confidence and self-esteem, two things which are easily eroded during times like these.

If you do this well, you will see your future leaders start to emerge.

3.    Emotion

There are many great quotes about emotions and emotional intelligence. One I personally like in relation to business is …

“Emotions drive people, people drive performance.”

I witness this every day and believe whole heartedly that if you feel it, you should show it. During times like these, with so many unknowns, no past experiences to draw from, showing your emotions, your fear, your passion, your happiness, your concern will make a real difference to your colleagues and teams.

If you lead from passion not position, great things will happen around you. The greatest measure of a company’s culture is the amount of discretionary effort you get from your people. If they are engaged and care and are passionate about the outcomes you want to achieve, then they will give you effort above and beyond what they need to, and if you multiple that across teams and divisions then great things tend to happen, even during a crisis.

4.    Energy

Being a manager, a leader, a colleague is hard work. Especially during tough and unusual times. Everyone is adapting to new ways of working. New environments and situations. As such, I find it is hard, nigh on impossible, to keep my energy levels up. But it is really important as a leader that you do. If your team look to you and you have your head down, a tired expression on your face, then it is harder for them to pick themselves up.

Optimism is a powerful drug. As the Dalai Lama once said,

“Choose to be optimistic, it feels better.”

And it does. And don’t forget, enthusiasm is infectious. It can create a positive energy to help your teams during trying times.

5.    Engaged

The first 4 Es are really important, but as a leader, being engaged with your teams is absolutely critical. This doesn’t mean in a creepy way … do two simple things. (1) Be present when you should be ie. don’t go missing when called upon to lead, and even more importantly, (2) show up when it is totally unexpected, like at virtual team get togethers.

Offer new ways for people to connect with you (the old "open doors" policy) and be open to questions at any time from anyone. If your teams see you are leaning in, are open to any question and that you will offer honest and authentic responses, then you will be building trust and connectivity with a workforce who have largely lost direct human contact. Something most humans crave. Being engaged, present, attentive to the situation and the people around you and in your teams will make a huge difference to their perception of the situation and what it might mean for them.

So, the 5 Es are pretty straight forward, but I do think it is sometimes useful to have them spelt out in plain English (sorry about that !!!).

We are in unchartered territory, no doubt, but I am personally enjoying relearning my leadership skills and adapting my style to the circumstance we are all faced with. I am seeing and feeling a compelling vibe and positivity from my broader teams and it is indeed infectious.

I will continue to practice the 5 Es with a good dose of humour and humility and hopefully, we will get through this COVID-19 moment fit and healthy, ready for the next challenge.

Onwards and upwards.