Leaders show their true colors in unprecedented situations. As companies around the world struggle to deal with the biggest global health crisis of the century, leaders are rising to the occasion keeping team morale high, ensuring the safety and health of employees, providing guidance and support, and making difficult but important decisions. This is what strong leadership looks like in an emergency. Below are some of the ways you can rise to the challenge and provide strong leadership during a crisis.

Be Quick and Decisive

Leaders don’t have the luxury of indecision when the world is in the middle of a health crisis. The situation changes daily, so leaders need to react to these changes promptly. As new information is made public, leaders need to be able to make sense of the information and confidently make decisions that are in the best interest of the company and its employees. This isn’t easy because in times of uncertainty information isn’t always complete or accurate. Plus, your anxiety is likely higher than usual. It helps to continuously examine and identify the top needs of your company and identify obstacles. Once you understand what you need to succeed in the short- and long-term, it will become easier to make quick decisions.

Understand How Employees Are Feeling

Your employees likely feel anxious and afraid right now. But it is a good idea to ask your employees how they’re feeling so you have an accurate understanding of their mental state. As a leader, your job is to understand what your employees are going through and do everything you can to ease their worries by being transparent with them, and providing them with the resources they need to work from home successfully. Reassure them that you will work with them to overcome obstacles and solve problems related to COVID-19.

Keep Employees Engaged

You have to understand that your employees are working in completely different environments. They likely have more distractions and more responsibilities. This will make it harder for them to stay engaged as they work. They are also interacting less with colleagues, which can also affect engagement. You should make a point to contact your employees regularly and pay extra attention to communicating goals and priorities. Video calls can help employees feel less isolated and more connected to the team. You also should take the time to highlight positives, such as the successes of your employees or other achievements. This will help keep spirits high.

We’re experiencing a health crisis unlike any of us has ever witnessed before. While COVID-19 poses many challenges to companies around the world, this is a chance to show your team you have the ability to lead with strength and courage.

Read More

“What we fear doing most is usually what we most need to do.” You may have an immediate connection to that statement, with your own delinquent “to-do’s” catapulting to the center of your attention. It was entrepreneur, author, and investor Timothy Ferriss who most recently voiced this assertion in his book The 4 Hour Workweek. However, the emphasis of this blog post is not focused on you as a culprit, but instead on you as a leader. Reflect on the statement with your focus on the individuals you have a responsibility to lead and mentor. No matter the situation, many people would agree that it is outside of a comfort zone where the most opportunity to flourish professionally, personally, and financially exists. As leaders, we are responsible for the careers and development of others. That is a significant responsibility, and we owe it to those we lead to help them understand how shedding the cozy blanket of security should become the comfort zone.

Appreciating Apprehension

How can fear become a comfort zone? It begins with cultivating the skill of being comfortable with the uncomfortable. There are many situations in which we experience pain and embrace it, like lifting weights at the gym. The burn within our muscles is not viewed as a negative, but rather that our effort is working. If it is possible for us to feel physical pain and appreciate it for what it is, why can’t that same mindset apply to other areas of pain in our life? Imagine, instead of tackling the things we fear last, we develop an aptitude to flip that fearful feeling and view it as the beneficial burn of a muscle. Instead of dreading it, we jump on the upside of what it means: our effort is working.

Start with an open discussion with those you lead. Help them understand that if you want something in life you have never had, you will likely have to do something you have never done. Additionally, acknowledge that whatever we have identified as what we know we should do, we also have identified as an essential thing to do. If you aren’t afraid of doing something, it generally means you don’t find it very important, or you would have at least some fear. Important work is inextricably linked to valuable responsibilities within a professional setting, and valuable responsibilities are what can cement an individual’s feeling of a high degree of career fulfillment.

Give them permission to flip the script and view pain as a positive. Encourage them not just to survive challenges, but to thrive in them. Inspire change by asking each individual to select a professional situation they fear most, and how they will choose to run towards that fear. Lead by example by going first.

“Change is inevitable. Growth is optional.” – John Maxwell

Understanding the Root

Knowing what needs to be done and understanding what is holding one back from doing it are two different assignments. It might be entirely evident for what the looming task or situation is. What someone may not be able to recognize immediately is why they are feeling the way they do. How can you help those you lead better understand the root cause of fear?

More than likely, it is a fear of failure or a fear of not being good enough. Simply, most paralyzing situations stem from one of those two roots. Reflect on the uncomfortable scenario you envisioned when first reading the opening paragraph of this article. Would you agree that the underlying originating fear is one of those two origins?

When we start listening to the doubts of ourselves and others, the voice in our head becomes a breeding ground for negativity. People will always have an opinion. Understanding that those people are entitled to their thoughts, yet disassociating ourselves from those opinions, is an essential step in moving past any fear of being judged. Remember, it’s not the thing itself, but rather the outcome:

• You’re not scared of public speaking; you’re scared of being criticized by those you’re speaking to.
• You’re not afraid of taking on a challenging project; you’re afraid of failing at it.
• You’re not anxious about a difficult conversation; you’re anxious as to how the other person will choose to respond.
• You’re not nervous about being vulnerable; you’re nervous about being judged for your vulnerability.
• You don’t fear success; you fear not being worthy of it.

Teach your team to point themselves in the direction of what is most important to them, rather than being hard on themselves for feeling fear in the first place.

Off the Hook?

Although the focus of this post is around those we lead, we as leaders are not completely off the hook. How do you stay in your comfort zone? What is it you avoid doing as a leader? Difficult conversations, delivering criticism, demonstrating empathy, fostering authentic personal relationships, being fully present? Take time to analyze yourself and be your own constructive critic honestly.

Understand that you might be part of the problem, even if unintentionally. Fear is grounded in fear of judgment, and your team is likely acutely aware that the gavel you hold is what rules the courtroom. Don’t resist letting people run, trip, or fall down because you know they won’t be as good as you. You weren’t always as good as you are now. Distance yourself from the “how” of the work and focus your attention on outputs and results.

Read More