How will your team thrive through the next crisis?
Over the last few weeks, the proverbial dust started to settle from the initial COVID-19 explosion. It is not exactly clear what the next evolution of the pandemic will be, but we know one thing for sure - it has already significantly disrupted the global way of life. Still, across the world, the impatience to quickly return to life as we used to know it is unmistakable.
The global economy was among the pandemic's early casualties. At one point the major stock market indices, Nikkei, Dow Jones, and FTSE 100 were down approximately 27-35% for the year. Global oil prices hit a 21-year low. Countries, the world over, face the onset or likelihood of recession. In the United States, more than 30 million people had filed for unemployment benefits as of May. There is still a dire prediction of a wave of impending bankruptcies - and some household names, like global car renter Hertz, have already led the way.
While one can understand the desire to place this calamity in the rear-view mirror, there is much it has revealed to us that must reshape our approach to the future.
Not every business or company or institution succumbed to these difficult times, and even those that did, put up a fair fight. Leaders, of organizations of every size and stripe, have had to manage smartly and courageously throughout the crisis, to stave off the worst possibilities. Notwithstanding, the real heroes of the last few months have not been adept executive leaders of awesome brilliance, but dedicated rank and file employees who showed up strong every day - medical staff who placed themselves at risk, delivery people who braved invisible elements and countless others working in cubicles, on shop floors and in warehouses who created impossible chances of survival. Notably, we also saw many a mindful leader thankfully, even tearfully, acknowledge publicly what has always been true - that superior teams matter - more so than superior managers.
As the President of a higher education institution in these perilous times, I can unequivocally attribute my university's perseverance, not to myself, but to the incredible team with whom I work.
Today, we often used the word resilience as shorthand for this indispensable team spirit, and it is indeed an apt descriptor. But as I look forward to a transition into the post-COVID-19 era and beyond, there are 5 crisis-proofing traits that my team at African Leadership University demonstrated and thrived on, and that I will continue to nurture in all our existing people and seek in those who we ask to join us in the future.
Passion – My team's genuine belief in the university's mission and their personal identification with its cause was an incomparable advantage for us. Early in the crisis, once the team agreed that our work must go on, they were unstoppable.
As a leader, let the team know what the bottom line is and let them go. When you hire, turn away from mere job seekers, no matter how qualified they are, if they do not identify with what you do.
Integrity – In the middle of the crisis, there was no need to check up on people, or manage them - individuals and teams delivered, despite the challenges.
As a leader, help the team by clarifying expectations and accountabilities. When you hire, filter people who have a record of living up to their commitment or their word, or derive pride in delivering in full, on time and as promised, and if they cannot or fail, are comfortable communicating this honestly and clearly.
Generosity – Given the pace of the pandemic, and rapidly shifting information, it was easy to make mistakes, but the team did not point fingers or wallow.
As a leader, be honest and vulnerable. When you hire, prefer people who have a giving mindset and see the glass half full, as you will need their quick understanding and forgiveness and their ability to refocus or regroup when you, their manager, or your employees, their peers, invariably make mistakes and there is a need to pivot.
Creativity – For an unprecedented crisis with no playbook, self-empowered self-starters and an innovative culture made the day.
As a leader, take risks with creative people. When you hire, value initiators who can function without close supervision or can empower themselves to identify and solve problems within the organization's constraints. Your employees should love asking why and enjoy deciphering mysteries.
Stamina – With each wave of surprises, I worried about which one would overturn the boat - none did. I marveled how my team regrouped and reset for each challenge.
As a leader, actively make the team create downtime for itself. Identify and resist new hires who obsess perfection as this is an unrealistic standard in most scenarios, and certainly during a crisis. Build a team of people that know how to sustain their own staying power, are supportive of their peers and intentional about re-energizing themselves.
Note for Managers and Leaders: In my experience, the middle of the crisis was no time and place to train the team. COVID-19 has been a perfect dry-run for a future that will be sure to have new crises. My conviction is that the best way for an organization to survive a crisis is to purposefully build a resilient team well before the crisis. My conviction is that, in normal and abnormal times, the role of leaders is to support the team, remove obstacles from the team's path, and recognize their contributions, large and small, every step of the way. My conviction is that periods of crises need not be when organizations fail, but when they thrive.
All this, I know for sure. As and when the opportunity avails itself, it's not too early to begin preparing for the next crisis.
Good luck thriving!
#purpose #courage #leadership #impact #custament