Working through the pandemic has posed many challenges, as we all know - we've already acknowledged that these are "unprecedented" times, a phrase which has been used ad nauseum since early 2020. But how has work during the pandemic shifted? More specifically, what have leaders done well and what areas do they still need to improve upon?
Effective leaders continually examine the environment and adjust their strategies and approaches to create constructive internal settings that foster cultures of empathy, creativity, productivity, and positivity among their employees. How has this waned during the pandemic, and what more can leaders do to combat the negative forces that rain down on them from seemingly every angle?
1. High-level identity
Start at the top. What is your brand's mission? Whether you are holding true to your previously determined corporate level strategy or shifting your focus to appeal to evolving market needs and trends, at some point you will need to define where you want to be as a brand.
Answer a few key questions about your identity:
What are your internal strengths? Are they still strengths during this time?
What are your internal weaknesses? Are they still weaknesses during this time?
What are the market opportunities? Can you leverage any of them during this time?
What are the market threats? How intense is their pressure on your brand during this time?
How do you want people to perceive your brand? Do they still perceive it that way?
What do you DO as a company? Can you keep doing it through industry changes? If not, what do you want to DO instead? Can you? If you reallocate resources toward supporting this new direction, are you strategically prepared to manage this pivot? How will your brand be perceived as a result?
Other exercises include performing a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) or devising an "As Is vs. To Be" document that helps you organize your thoughts around where you are now and where you want to be in the future.
A strong corporate identity will unite employees by helping them see how their passion and purpose still aligns with the brand's strategy. This alignment will boost morale and motivate employees to continue pushing through, as your brand's identity serves as the light at the end of the tunnel.
2. Communication of strategy
According to Wrike, 52% of workers say missing information is the leading cause of work stress. When people don't know enough information, they cannot do their jobs. Period. (This is often why we recommend a Discovery phase at the beginning of a new project or collaboration.) There is certainly something to be said about resourceful employees -- when someone seeks out the information they need or identifies gaps and how to fill them, they should be celebrated. But if the entire company if switching gears and changing their strategy -- perhaps moving from cost leadership to differentiation, or reallocating resources from supporting one product to another -- then employees cannot be expected to find out this information on their own.
It is up to leadership to communicate the company's strategy to its employees, and to do so in the appropriate manner.
How can you deliver this message to the entire company all at once? How can you communicate a message "from the top down" without employees feeling they are already ten steps behind? What can you say that will give just enough information to inform and unite but not so much to bog everyone down? Context is a vital part of strong strategic communication as it helps employees understand the changes and stay on board; without getting too technical or granular, leaders should be able to deliver a balanced message that explains what employees need to know and makes them feel taken care of.
Elements this communication should include:
Now vs. Then - Provide a snapshot into the elements of the company's strategic standing that contributed to the shift - where we are now vs. where we want to be
Journey - To get from point A to point B, you must have a plan. If you already have a plan, explain the journey (or at least the high-level headers) to your employees so they trust in your vision. If you don't yet have a plan, communicating that you WILL have a plan can suffice in early stages of communication around strategic change. (Note that saying you have a plan will not last very long, as plans without action diminish trust. Say it once in the beginning if you need to communicate something quickly, then put that plan together and communicate it shortly thereafter.)
Why - The reason behind the change will give employees context, allowing them to realign their purpose and passions with the company's new mission. When your employees understand why a change is being made, they will be more likely to respect it and comply or even contribute to getting you there. If they don't understand why, they may lag, rebel, or even jump ship.
Empathy & Realism - Be objective. Be honest. This might not be easy. This might be challenging. Empathize with your employees, as their jobs may be shifting to realign with the new strategy. Your company/employees may have done Thing X really well, but now they're going to need to focus on Thing Y in order to survive. Being empathetic about the changes that will need to happen will help employees carry out those changes more loyally; being realistic with your expectations for the outcome will help employees feel less pressure and more trust.
3. Adjustment of strategy
There is no silver bullet to any problem or industry change. Instead of choosing one strategy and sticking to it relentlessly, you may need to be more agile, choosing a strategy, testing it, and adjusting as needed. If that is the case, then make sure you do adjust.
While we all been guilty of holding onto a project or strategy a little too tightly in our past, there comes a time to let it go and move on to bigger and better things: Companies that fail to adjust to market changes get left behind. Companies that fail to act on shifted strategies get left behind. Companies that fail to make small tweaks based on what's working get left behind.
Be agile. Plan to change. Then carry out the change. Don't stay stagnant, and don't let pride hold you down. Keep moving forward, and listen to the market - it's telling you what you need to know.
4. Regular updates/reinforcement of strategy
Guess what? If you shifted your strategy in the previous step, then you're going to need to tell everyone about it. We cannot stress this enough: Nothing exists in a vacuum. You are not alone. Your team is not alone. Your work is not the only work being done. When a strategy shifts, people need to know the new direction so they can adjust accordingly. Providing regular updates will let your team know that you are monitoring the situation and making the appropriate changes with their best interest in mind. Reinforce your evolving strategy with effective communication throughout to build and maintain trust.
5. Supportive environment
Check in on your teams. Foster a supportive environment that allows employees to voice their concerns and work toward favorable solutions. Some employees may want to talk more about their personal feelings, while others may want to ensure their career trajectory is still in tact. Support your employees, and nurture an environment that inspires employees to support each other.
Ideas on how to foster a supportive environment:
Begin team or department meetings with a round of personal check-ins
In your weekly 1-on-1s, ask your employees how they are faring with the changes and if there is any way you can support them
Schedule meetings to check in on progress and listen openly to their feedback and concerns
Celebrate when employees are supportive to each other and discipline those who are not, in order to reinforce the idea that support is a core value of your organization and unsupportiveness will not be tolerated
6. Empathy
Don't let your emotions get the best of you at work, but don't ignore them either. Instead, be aware of them and work through them, reconstructing them into something positive and actionable before vocalizing or externalizing them.
That goes for everyone. If you feel it's difficult to lead a company through environmental change, then you should be able to empathize with your employees who also have to work through change, yet may even be more affected or may be less experienced in the matter. They need a strong leader like you to empathize with them and show them the way forward.
Begin here:
Change is not easy. And it's okay to acknowledge that.
Show your teams empathy for what they are going through, even if you are going through the same or similar situation. Recognize that they will need to shift their mindset and maybe even their roles, and thank them for their commitment and hard work. If they are not open from the beginning, try to envision what they are feeling (or ask!) and acknowledge their feelings as valid.
Often, this begins with the leader sharing an admission or story that resonates with others and elicits empathy. Making yourself vulnerable will allow others to see that you are only human, which will also help them realize that you see them as 'only human' as well.
Benefits of empathizing with employees through change:
They will feel less pressure to achieve unrealistic goals and will instead feel supported
They will trust that you have their best interest at heart
They will feel supported by you and more comfortable with voicing their feelings to you
They will respect that the company's leadership team is being as objective and realistic as possible, which will cause employees to feel the changes are doable
Morale and productivity will be boosted
As a bonus, champions of change who want to contribute to the company's new strategy may make themselves known, and their drive should be encouraged and implemented, if at all possible!
7. Tailored communication
Not everyone receives or interprets a message the same way. Some people thrive on change and feel energized by chasing shiny new objects. Others prefer a comfortable, steady flow of predictable, reliable projects. Some people will voice their concerns the moment they feel internal conflict. Others will internalize their worries and let them fester rather than throwing a wrench in the team's plans. (So on and so forth)
As such, it is up to the leader to tailor communication based on the recipient.
Communication around the company's identity, shifting strategies, and progress updates need to come from the top. Department heads need to filter information through the lens of their work. Managers need to check in on employees as a team and individually. And individuals can 'manage up' by delivering effective communication about any concerns or innovative ideas.
Think about your audience, what they need to know, what you need to know from them, and what impacts them, and tailor your communication in a way that best suits them.
As usual, it is up to the leader to craft the right story to each audience.
As you can see, these insights form almost an inverted pyramid shape, beginning at the top and trickling down as the communication narrows. There is nothing groundbreaking here -- the same characteristics of effective communication and leadership still apply (craft strategy before implementing structure, tailor communication to your audience, empathize, listen, support, be agile, be realistic with expectations, act swiftly, follow through, and maintain communication throughout). The importance of these elements is simply heightened during times of crisis.
Dealing with change is not easy for anyone. But as a leader, it is up to you to show your employees you will get through it together and emerge stronger as a result. Strategy, communication, empathy, and action will help you remember to lead in an effective, responsible manner that benefits your team members and your company as a whole. Hopefully, in the end, your brand will be strengthened, your team will feel more supported, and your mission will be carried out in creative, impactful ways that were previously thought impossible. And that's the beauty of effectively leading through change.
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