How do you lead your team in a time of global crisis? The COVID19 pandemic has put employees, companies and those who lead them under tremendous pressure. It has also thrown the spotlight on those people in charge who are doing a great job and, conversely, those who have been found wanting. But the secret to success is really no secret at all, and the skills and practices that result in excellent leadership in challenging periods are really no different to those that the very best leaders display in ordinary times. They just need to be strengthened and given even greater consideration and emphasis.
Let’s look at the most important things employees need from their leaders to help them navigate times of crisis and difficulty.
Authenticity
We can start right at the beginning of the alphabet with A for authenticity. Because the first thing teams need to be able to do is have faith that the captain of their particular ship is someone they can believe and believe in. There has long been debate over whoever it was that said, ‘the key is sincerity, once you can fake that you have it made’. Whether it was George Burns, Celeste Holm, Jean Giraudoux or whoever, the (cynical) point remains. People need to believe that the person they are following is honest and authentic but, as a leader, unless you are the greatest actor of all time, please don’t try to fake it. Because you will come unstuck. Your team will know if your words are empty platitudes or if you can really be trusted. Be honest, sincere and accountable and they will already be on your side.
This is especially true in times of crisis. An effective leader never considers themself too strong to show their emotions – to be human, to share their feelings and encourage people to share what’s going on for them too. Being vulnerable and open does not translate to being weak. It means a leader trusts their team to see them as a whole human being, one who doesn’t always get things right, but is quick to accept responsibility and fix any problems that do arise.
Such openness also requires leaders to be predictable, but that doesn’t mean in the mundane and uninteresting definition of the word. Good leaders are predictable in that they are consistent and their staff always know where they stand.
When you have a good idea how your boss will respond in any given situation, you can predictably take some autonomy or exercise discretion, as you intrinsically know what that leader will expect from you. Conversely, a predictable leader who is also trustworthy lets people stretch themselves, indeed encourages them to take appropriate risks and try new things.
In fact, in trying circumstances, a good leader is willing to innovate and pivot – to try alternative ideas, especially when the status quo isn’t currently working. This is the time when they will ask for suggestions and curiosity from their team. ‘How else could we approach the business challenges we’re now facing?’ When the leader is predictable in that good way, the team feels safe enough to offer their suggestions, secure in the knowledge that they won’t be ridiculed or dismissed. To extend the nautical metaphor, they’ll be much more inclined to get on board.
A challenge like a pandemic is a great equaliser in that everyone is affected and those leaders who try to forge ahead without acknowledging this and ensuring their team are genuinely engaged, run the risk of leaving people behind.
Having said this, even times of great upheaval and challenge don’t mean throwing out all the tried and tested rules of successful leadership. You may need to adapt or temper your delivery, but the key elements that employees need from their leaders in order to thrive are the same today as they were in that other lifetime (pre-COVID).
Certainty
It doesn’t matter if the world as we know it has been turned upside down, there remains a basic human need for certainty. ‘Will I be able to pay for my accommodation this month?’ ‘Will I be able to feed my family?’ ‘Is my job secure?’ Perhaps you won’t have the answers to these questions, but what you can do is provide as much information as possible, to be as transparent and responsive as possible, in a way that is meaningful for your team members. Provide support and structure. Some companies may do this by holding regular town halls, where the company CEO addresses the workforce and gives updates on the business’ progress, but is mostly there to listen – to ensure that people feel heard and part of the team. This is the type of certainty that creates confidence and a sense of security – a port in a storm if you will.
Connection
Particularly when people are working remotely, the need for connection and opportunities for relationship building is emphasised. But even for those venturing back into shared environments, there has been a lack of ‘water cooler’ conversations and meaningful interaction for some time, so every meeting, whether in person or via a video platform needs to have at least a moment of casual relationship management to rebuild vital trust and connectivity.
Focus
Many people feel that 2020 has been Groundhog Day come to life and they have been stuck in a holding pattern with no idea of when that may change. And when we are feeling anxious or adrift and lacking confidence in the future, having something tangible and concrete to look forward to and focus on can be a great anchor. Create measurable and meaningful business goals or specific tasks and missions to help your staff feel grounded and give them a sense of purpose and momentum.
Be a role model
At its most basic, this means walking the talk – leading by example. The greatest leaders are known for not asking anything of their employees that they wouldn’t do themselves. When they take ownership of their situation, embody responsibility and show integrity at all times, it’s possible for them to then hold other people accountable. The team will see the leader doing their bit and think, ‘We can see you taking action and we’re inspired to be like that too.’
Where it gets difficult
Some of this advice can be easier said than done, especially in a period of great uncertainty and stress. And there are a couple of notable areas that leaders often find especially challenging. The first is thinking that they have to have all the answers. This directly connects to the earlier point about leaders needing to be open, human and vulnerable. And it is where self-awareness and reflection are vital. When a leader believes they have to be strong and have it all together, regardless of the situation in which they find themself, they can actually regress and be less effective than normal. But if that manager knows from experience that when they’re under pressure, they become more reactive, less flexible and more determined to crash through, they can give themself permission to stop and breathe – to lean on their team a little more, to collaborate and engage.
The second thing that even otherwise good leaders can struggle with is the ability to have those tough conversations – to let their team members know when their work is not up to scratch. And that’s because it is hard. It’s difficult to critique someone and do it in a constructive and supportive way. But for those who have the skill and determination to approach this area of their business, the result is growth and development for the individual team members. A willingness to give appropriate feedback where and when it is necessary is actually one of the most important and crucial attributes a leader has.
Those who avoid such conversations will only see the issue grow, worsen and eventually lead to an irreparable divide between the organisation and the employee involved. The most important thing a leader can do for their team is grow up, step up and, consequently, also bring up those around them.
Successful leadership requires finding the right level of:
- challenge for each individual
- growth and learning opportunities for each individual
- autonomy and responsibility
- mutual support and respect
- meaningfulness of the work, and
- a desirable future in the organisation.