Our strange new reality has us coming to grips with the fact that, although we are all on the same intimidating journey, we are taking a variety of different paths. In large part, those paths are a function of the jobs we are responsible to perform. If you happen to be in a position of leadership, there is a strong probability you are going to have to approach your responsibilities in a drastically different manner in order to help your team effectively navigate an ever-emerging series of first-time challenges during these next few months.
Even in organizations that are experiencing explosive growth, certain teams may see a slower-than-normal pace or could be sidelined entirely. Conversely, other organizations could be working in industries that have ground to a halt, but certain roles or teams are having to do more than ever before. Because of this, leaders are going to have to flex their approach based on both the current workload and the type of work that is required on a week-to-week basis.
Leaders must also keep in mind that what their team members need from them may be in a state of constant flux throughout this crisis. As such, they need to be continually evaluating the best way to approach their role by taking into account the individuals on their team in the context of the following three categories:
- Boom: A drastic increase in the amount of production required, but no discernible change in the role itself.
- In this instance, it’s important for the leader to really diagnose when they need to intervene and when they need to completely step back and simply let someone do their job unhindered.
- If you are seeing that someone on your team is turning out great work in spite of all that goes on around them, it’s okay to leave them alone and allow them to continue. The role of the leader in these sets of circumstances may bear striking similarity to that of a follower. Check-in regularly to find out what these people might need from you in order to continue being successful.
- If the work is of poor quality, intervene and communicate standards in specific terms. Work with them to make sure they have the coaching and training they need in order to succeed. Due to the circumstances, some level of acknowledgment and recognition for the increased workload and corresponding extra effort is necessary.
- In this instance, it’s important for the leader to really diagnose when they need to intervene and when they need to completely step back and simply let someone do their job unhindered.
- Shift: A significant change in a role or how someone now needs to perform a certain role
- When leading a team member going through a major shift, it’s important to reset expectations and provide clarity as frequently as possible. Even when dealing with a top performer, the change in what they are being asked to do will require you to provide them with a higher level of direction. If you are unsure of the answers yourself, show a willingness to get down in the trenches with them so you can solve problems by being honest about what you know and (probably more importantly) what you don’t know so you can actively partner with them to figure out a path forward.
- Halt: An overall stop in production required from someone or a significant reduction of output required for a role.
- Although the other two options will be more noticeably taxing, this scenario is a challenge of significance, as well, and one that will require a much more delicate approach. Because your team is temporarily not being held to a production standard, your focus needs to be more personal. Their highest felt need will have something to do with security, so provide them with whatever assurance possible. But be sure to always remain realistic and grounded by the facts of our new reality. Beyond this, point them toward using their time wisely by developing professional skills that will benefit both them and your organization when we return to more normal times. Spend your time training them, setting them up with peer coaching sessions or helping them find resources or outside training that can help them develop their skillsets for the future.
Lastly, even though it sometimes may seem like time has drawn to a complete and total standstill, we are moving through the COVID-19 pandemic and it will end someday. Although it is still too early for leaders to begin thinking about our return to business as usual, it is important to remember that it will happen. But, until that day comes, stay and lead in the here and now.
