Leadership needs more Vision and Compassion - and it’s essential

1. In 20 years of coaching I have never experienced a period where so many people are struggling to cope. We were in over our heads before the events of this year, let alone having to cope with everything we have had thrown at us.

2. Post High Blues Plus. The relative ‘high’ of mobilising businesses at the onset of the virus and what was meant to be a ‘short sharp’ defence against the virus is not and the time IC (In Covid) is stretching out further and further. We are experiencing this long tail realisation that we are ‘living at work’ but with no real outlet outside work as we experience lockdowns, masks, distancing, concern for and loss of loved ones, which alone would test us, let alone sense-making of the momentous non Covid events. As leaders we cannot influence the impact of global events, however we can impact how our people are within the work family. Remember, your team are working in geographical isolation. They should NOT be working in social isolation. If they are, then you aren’t doing your job. Many are experiencing extended working days to the extent you are jetlagged at home, with many in serious danger of burnout or worse.

3. What is needed? Visionary leadership is vital now as lockdowns and uncertainty outside the work environment increase. But also ‘Caring and Welfare’ will emerge as a Core Leadership Trait and must be part of any contemporary leadership model.

4. Does this all have an impact on people? Absolutely. Let me give you a recent example. I spoke to an ex-client last week, who we’ll call ‘A’ . ‘A’ had a conversation with a colleague and sensed something wasn’t right. She checked and the colleague assured her she was OK. ‘A’ circled back later and dug a bit deeper. The colleague said “Are you asking because you feel you should or because you’re interested?” Assured she was interested, the colleague revealed that this was the last conversation for the day and that evening she was going to commit suicide. ‘A’ spent the rest of her evening and night talking and summoning help. Whilst this story ended well, such issues are not one offs.

5. So don’t take the care of your people lightly in the rush to get to the conversation with them as a unit of production.

6. Make sure you are taking care of yourself. To help others in these current circumstances will require you being at the top of your game.

7. So what is the next ‘big thing’ that can give something to focus on and help counter the feelings of depression, stress & anger that many are feeling? Well, counter intuitively, I believe it is climate change. What can we start to do at an individual or organisational level that will have an impact? How can we start a local wave of momentum? How can I make a difference? And remember, the last 50 years of environmental action has shown that society can force change…

Leading with ICE

Now is the time for those responsible for others (be it officially or by influence) to get onto the bridge and lead.

The vector and velocity of change as a result of the crisis and the surge in remote working means that if people are working in ‘social isolation’ as opposed to ‘location isolation’, then the leader isn’t doing their job. People need to lead with ICE:-

-       Inspiration

-       Clarity

-       Empathy

Inspiration. People will be looking to you for direction. They want consistency of action and deeds; also calm consistency; communication that has integrity and inclusivity (not one way); make people feel special – recognise them and get others in the company to do so too. 

Ask yourself “Who do I want to be as a leader in this crisis?” This will vary from company to company and leader to leader, and will stem from self awareness. What do I do well as a leader? How do we keep a customer centric focus when we are in different living rooms? And of course, how do I inspire over a video call…?

Clarity comes by (at a minimum) constantly and consistently confirming:-

-       what the organisation is there for; 

-       what it is planning and doing now, including for its people; 

-       what the division and/or department are there for; 

-       what you are there for and what is each and everyone’s contribution – what is expected of them. 

 There is so much going on to which no one has the answers. Focus on controlling the controllables, the stuff within your remit. Things are changing so rapidly make sure you keep to a manageable timeframe - maybe 3-4 weeks ahead. Ask them to replay back to you what they have heard. Remember, in times of psychological threat or pressure we close down our ability to reason as we enter ‘fight or flight’ and the blood goes to the main muscle groups in the arms to fight and the legs to run - thus depriving the brains oxygen. So make sure they heard what you wanted them to hear. (You may be amazed at what comes back!!)

 Clarity also involves providing feedback to enable people to course correct now, when they need it most.

 Empathy. We are all groping our way forward, experimenting and finding what works. Help your teams. Listen. Be there – and nowhere else – when you are interacting with them. And yes, it’s OK to show vulnerability, to say you have worries and concerns of your own. For example, a CEO I spoke to admitted to the whole organisation he had experienced a major ‘wobble’ the previous week, then went on to explain how he came back from it.

Communicating with people showing compassion will play to fundamental human needs -even more vital when we are not in the same room and they are experiencing working conditions for which we are not yet acclimatised. Go to their heart first then their head - the relationship should be first above the task.  Ask how are they feeling, what are they thinking etc - it's impossible to get their task attention if their mind is far away in worry etc. 

And didn’t forget you don’t have all the answers. Let them chat, recommend etc. 

Communicating with clarity and empathy shouldn’t be a one way process. Encourage your teams and peers to reach out to others so it becomes the new norm. 

The good or great leaders I am speaking to whilst we are IC (In Corona) are seizing the opportunity, using phrases like “I’m really enjoying this” “This is our defining moment” “This is the opportunity to get out of the engine room and on to the bridge”. So check – who do you want to be as a leader in this crisis?

Leading in Strange Times

A couple of thoughts..

1. Firstly, a couple of questions for you now in these strange times. Please take some time to think about...

 "Who do you want to be as a leader in this virus crisis?"

“What do you want people to remember you did?”

2. Secondly, please take a moment to reflect on the following...

 Self evidently humanity is undergoing momentous events. However, it’s worth creating some time to reflect. The enforced change of routine is a great opportunity to think beyond the “tyranny of the now” – the ever present list of things to do and our relentless obsession with current events – and think beyond the current crises, be they global or involving your customers or team. 

Most of us will be working from home or will have undergone a major shift to your working routine, which gives you a great opportunity to change how you approach tasks, and more to the point, what tasks you continue to do. Now is a great chance to get out of the engine room and onto the bridge. There is now an even more compelling reason to be on the bridge. Your family, teams and colleagues need leadership. Not someone to solve issues or to manage them, but leadership. Lead, follow or get out of the way. Your teams and colleagues will be feeling their way forward and may be experiencing uncertainty, disorientation and maybe even fear.  They may be experiencing work life coming into the home. There may be children to care for. They will be looking to you for leadership and clarity.

I think we need to rephrase and change from referring to ‘social isolation’ to ‘location isolation’.  A leader's job now includes removing that social isolation by building a virtual community who can support each other. That means you have to slow down to speed up - in other words less focus on your own deliverables and more time spent virtually with your team. Your behaviour changes the system.

Go to their heart first then their head - the relationship should be first above the task.  Ask how are they, what are they thinking etc - it's impossible to get their task attention if their mind is far away in worry etc. And didn’t forget you don’t have all the answers. Let them chat, unload and recommend.

People may be on their own; providing reassurance and making them feel valued, giving them feedback, communicating to them with care and compassion will play to fundamental needs we all have as human beings. This is never more important than in this time of uncertainty and volatility, which brings out the best, as well as the worst in people. This requirement however, will not be a one off event, but a key part of your role going forward for some time to come. Support your colleagues and lead your teams. I’ve contacted quite a few leaders & managers around the world this week, it appears that currently most people are having DAILY team calls - many without agenda. Please make sure you are supporting and leading your teams.

 Lead, follow or get out of the way

Good luck and the best of health

Work and home used to be separate domains. Not now!

A Great Privilege....

… to deliver the keynote address at Hants & IOW CRC Conference, Tuesday 2nd July.

“Hi Malcolm,

Hope you’re well. Just wanted to let you know that I heard today from my boss that I have been promoted to Senior Director, effective February!

Thank you for all of your help in driving me to be more strategic and to frame my interactions so that I can achieve what I need, I greatly appreciate it.
”

— Current client, International software company

A Wonderful Afternoon...

A fantastic afternoon for a client's leadership team hosted at Staffs University with Prof Marc Jones and Dr Matt Slater from the Faculty of Health Sciences talking about the scientific background to behaviour, Andy McCann who organised, provided seemless continuity, insights  and contributions and David Radford-Wilson MBE talking about his experiences co-leading the army expedition up the west face of Everest. 

Great learning.

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Working with 150 people from 8 countries last week. Having fun at 20 metres up in a cherry picker!

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