Change leadership during COVID - considering the 'whole' person

A good leader of change will be attuned to how their team is responding to change, and be considering how the change effects their people not just professionally but how as an individual it may have an impact. After all, we all respond to different changes in different ways. At times when leading change you may be surprised at the response individuals have in response to change. This is why it is critical to consider the entire individual when leading change.

There isn't a requirement for your team members to leave their personal lives at the door when they come to work.In fact that is becoming more and more impossible during these COVID times when we don't even leave our homes to go to work.

There has been no more important time than now for leaders to engage on a humane and empathetic level to get the most out of their staff. An employee will display more loyalty and work harder for Managers who care about them as a whole person acknowledging that each team member has different needs and resilience levels.

Here are some quick tips for leaders in times like these:

TIP 1: Understand that everyone has different resilience levels for change: So when Change takes place the 'triggers' are different for everyone. As a Change leader you need to consider the various responses and reactions that may come your way. You will be required to filter emotions for the real issues to be able to assess any business risks or concerns with the change.

TIP 2: Create a safe space for emotional release: It is critical to filter the emotion that others express during times of major change and stress. Sometimes just creating the opportunity for your team to 'decompress' whether it be virtually or over a cuppa, a good leader creates a space where there is no judgement, allowing views to be expressed. 

TIP 3: Define boundaries when necessary: Emotive responses to change are not a reason or justification for unprofessional or poor behaviour. Boundaries can be a little blurred around the edges currently, as the new norm still settles in, however the sooner you can redefine appropriate rules of engagement the better for everyone.

TIP 4: If you share your stories, and vulnerabilities and others will share theirs: Now I am not saying you should be an open book (see tip 3 around boundary setting.) However sometimes having a leader who asks for support can create a totally new and more powerful team dynamic. At one time I was living a personal hell while having a high pressure role. My sister was in intensive care after an operation for Ovarian Cancer. I would not think I was operating to my peak performance while flying up to spend time with her and my family as she struggled to survive. The biggest challenge was to allow my team to support me through this. And they did. I am a tough but fair leader for any team and yet I had never felt so vulnerable before. It created a bond with my team that I never thought was possible. I learned a lot during that time and letting go and allowing others to step up.  It is by far the scariest thing I have ever done as a leader, however it also allowed my team members to share and be vulnerable as well.

Always, remember that you are the leader. And if you want to develop emotional intelligence and the link between evolved leadership and self-awareness, stay tuned!