“Crisis does not build character. It reveals it”.
The strength of a true leader is revealed when it comes under fire. And it can be safe to say that the past few months have been an extremely testing period for leaders across organizations.
As the lockdowns are gradually being lifted across the world, we are just about realizing what our new normal is going to be like. The term, ‘responsible leadership’ takes on a deeper meaning as employees and customers try to settle into the new rhythm of things.
The global environment that was already fast-moving now has become unfamiliar as well. Virtually all organizations are identifying how to get back to ‘normal,’ but speed is also of the essence.
Leadership has to work quickly to redistribute disrupted supply chains, they need to safeguard employees, have to enable a remote workforce with no time in hand to ease people into it, and also have to be the bearers of bad news. All of this, while maintaining their own energy so that they can inspire confidence and continue to motivate their employees.
The thing with leadership is that it has leaders, even the highly successful ones, to be in a mode of continuous improvement. They have to look at ways to reinvent themselves to stay relevant and have to embrace change faster or run the risk of being outrun.
Irrespective of their effectiveness, yesterday, today and tomorrow will make new demands on the leaders.
The COVID-19 pandemic has shown us that clearly. And there is no playbook to refer to what to do and how to change leadership styles in the face of a 21st-century pandemic.
While there might not be any silver bullet suggestions on how to navigate the challenges of the new reality, it is clear that leadership has to become more accommodating than ever before.
‘Building Trust’ was important before – it is essential now
The definition of a good leader has always included an element of trust. A leader can only be considered a good one when the workforce expresses trust in them. With COVID-19, this has assumed deeper importance. The workforce is looking to trust its leaders, and this trust can now be inspired only with clear and focused actions.
The actions of the leaders have to show their employees that they care for each individual. They are not mere cogs in the wheel. Along with caring, leadership has to become more transparent about their plans, how they plan to navigate the treacherous business landscape and communicate clearly with their employees. Establishing strong communication and governance principles, and the tone becomes important to build trust.
Increase focus on shared purpose
Leaders also work on building ‘shared purpose’ with their employees now. With teams operating remotely and with uncertainty looming large, employees need an anchor to get a sense of connection and belonging.
Once President John F. Kennedy visited a NASA space center. He met a janitor and asked him, “what are you doing”. He replied, “Well, Mr. President, I’m helping put a man on the moon.” When people are connected to their work, when they have a sense of shared purpose, they become more committed to their work.
Given the upheaval that COVID-19 has had on people, how it has impacted them at a professional and personal level, how it has changed the world of work, how isolated the entire experience has been, leadership has a lot of work to do. They have to help employees reconnect with their work, find a sense of purpose and excitement in their roles and relearn how it ties back to the business goals. Irrespective of how big or small their role is, leadership has to work on helping employees understand how they are contributing to the larger picture.
Over Communication – there’s no such word anymore
There is no such word as ‘over-communication’ in the vocabulary of the leadership anymore. Establishing new guidelines as the world of work hobbles back to its older pace and with uncertainty looming large, the focus falls heavily on leadership communication skills to keep their teams connected.
While leadership had to always maintain clear communication, today this communication needs to be more detailed, transparent, emphatic, and continuous. Ambiguity is overwhelming in the minds of the employees. It becomes the task of the leadership to rally around clear and consistent communication. Leadership across the organization also has to also be in sync with each other, and thus establishing strong communication guidelines and protocols are now even more essential.
Leadership has to step down from its altar and get down into the trenches. This means becoming more visible in even standard meetings (think everyday sprint sessions or client calls) to establish their presence and make the workforce feel like they are a part of the crowd.
Take tough decisions
When the pandemic hit the world with all its force, leaders across the globe were compelled to act urgently to enable remote working. Many organizations in the pre-pandemic time were already aware that they would have to enable some form of remote working. The pandemic just shows us that we need to accelerate human and machine collaboration to support people to adopt a more digital way of working.
Those in leadership roles have to now take many such tough decisions. Whether it is to restructure and realign the workforce, identify new revenue streams, refocus the business, or include more automation, the road ahead involves taking several new and tough decisions. These have to be taken with integrity, intention, and without guilt.
Increase flexibility, agility, and empathy
Flexibility, agility, and empathy – these are venerable traits in the new world. If leaders are not already working with cross-functional, agile teams, the time to do so would be now. There is no place for functional silos anymore.
The world is only going to become more VUCA (volatile, uncertain, complex, and ambiguous). As leaders face this new world, past experiences might not be enough to navigate through the current scenarios. Leadership development has already been focused on increasing the capacity of leaders to deal with VUCA.
For this, developing traits of flexibility to accept challenges, agility to deal with such challenges easily, and empathy to help others to overcome rapidly changing realities become essential arsenal in the leadership kitty.
Learning intelligence and growth mindset
Leadership also has to now take a deeper dive into the growth mindset. They have to actively invite and objectively evaluate information and ideas not only from within their own organization but also from peers and colleagues in other organizations.
Leadership has to believe in ‘learning intelligence’. They have to develop the ability to look for help and learn and leverage others’ expertise and experiences to increase their ability to make better and well-informed decisions.
It is time for leadership to gear up and increase their stamina and build resilience for the long haul now. Given the way the world is shaping up, it is clear that they need to build their capacity to run a grueling marathon over a sprint.