The Change response required for a Pandemic

Earlier this year I wrote about managing change in times of crisis in reference to the Australian bushfires. I certainly did not think that just a couple of months later that I would be writing about a global pandemic and the level of change that leaders would need to manage in times such as these. 

These are times that very few in the world have lived through before. Ironically the elderly who are most at risk are the one's who could have lived through similar illness that spread throughout the world in the early 1900's. However in this connected world which has the internet and international travel at the drop of a hat, the circumstances and challenges are VERY different.

So how has your organisation and leadership team responded to these times of continual change? How long did it take for your leaders to be clear on their messaging and make decisions about which path to take - business first or safety first?

How some organisations have responded...

With creativity: there have been some amazing stories of organisations diversifying their offering. It only took a week for some local breweries to add on hand sanitiser to their offerings so people could remain employed.

With concern: Larger organisations have made decisions fast about keeping non-essential staff safe. Making the decision to force staff to work from home has created a sense of loyalty from those staff who are grateful that their safety has been taken into account. Not only this but leadership is needing to take into consideration the mental health of their team members. 

With flexibility: Home schooling and the need to maintain productivity with little one's at home requiring supervision and care has generated another level of flexibilty in leaders (some of whom may be the very individuals impacted). 

Video conferences with kids in the background and interrupting;  restaurants becoming primarily takeaway places; and grocery stores emphasising their community spirit more than ever prioritising elderly and emergency services shoppers. All changes are change responses from organisations to maintain relevance in times of crisis.

But let's explore on the micro level, the change leadership requirements at times such as these:

Be clear with your messaging. You would have observed the variation in leadership messages throughout the world. One world leader who was exceptional with her messages and clear decision making was Jacinda Arden, Prime Minister of New Zealand. So impressive and clear was her messaging - behave as if you have the virus.

Hold the line. When everyone else may be panicking, a leader in times of change and crisis stays calm. If you were unlucky to have had an incident in your workplace where possibly someone was showing symptoms you would be aware of how important it was for leaders to be calm, clear and hold the line. Many leaders had to make tough decisions and prioritise safety of their staff over financial or commercial gain. 

Dispel myth and rumour. It is a amazing how in times of crisis how fast stories are created, rumours are generated and myths are somehow held as truth. As a leader it is important to address rumour and dispel myths as you come across them. In times of a medical pandemic this takes on an even more difficult form so it is critical to have experts support you - whether that be your HR area, or medical team as seen by leaders of countries.

Be empathetic. If you thought there was ever a time for empathy to be a skill to be developed as a leader - it is now. Understanding that your employees have families, different needs and as a result of the pandemic different pressures has never been more important. Relate to your people as a whole human being rather than just an employee and understand that emotional reactions may vary from day to day and from message to message. Leadership is about being the calm in the storm at times of crisis, so be sure not to react to employees but respond to their needs through a sense of deeper listening to your team.

Revisit your communication style. Lastly, with moving to working in a virtual environment there is a need to change your communication style to suit this new dynamic. Are you needing to get on the phone more and touch base with your team more? Are you making the most of your technology platforms and application such as Skype and Chat to communicate? 

These are all key to making adjustments and leading well at this time. Be sure to take this opportunity to learn more about Change and how to develop your skills in this space by keeping in touch.