Leadership lessons for managers during the pandemic
What can managers learn from this crisis
During WWII Winston Churchill was credited with saying “Never let a good crisis go to waste”. The recent Covid 19 pandemic is a crisis of a different type…but nonetheless, a crisis. So, what leadership lessons have managers learned during the pandemic? Tom Armstrong spoke with some managers and leaders recently to get their views. Here’s six of the best.
Informal processes are crucial
A senior leader in a large multinational explained that their on-boarding processes for new staff effectively broke down while working from home. He added that throughout the pandemic, management worked hard to ‘patch up’ this area through greater focus on defining tasks and roles. However, their conclusion was that for on-boarding of new staff, informal processes are critically important and cannot be replicated with the same level of impact, in the virtual world. When one considers environment, culture, cohesion, mentoring and human connection, this concept becomes clear.
Have a stock check
Taking stock of what works well and what doesn’t is a constant in today’s rapidly changing world. However, this can sometimes be more aspirational than real, given the pressure of day-to-day operations. Working from home left managers with no choice other than to address this question - quickly. One manager told me his business had eliminated several processes and tasks that had become habits, but which didn’t really serve a useful purpose. This sounds like a win all around. Lesson: when we return to the new normal, carry out regular stock checks on your processes.
Have more, not less [FOCUSED] meetings
“Too many meetings” is a common complaint that predates the pandemic. However, one manager said that while her number of meetings increased during the pandemic – the outcome was more contributions from participants and quicker resolution of challenges and issues. The key was having focussed meetings.
Plan and organise
While having more meetings may have positive outcomes such as resolving issues speedily (as noted above), the method behind this is well-structured meetings with goal clarity and clear accountability. This manager explained that her own planning and organisation skill set had improved considerably because of remote working.
Set clear boundaries
It’s not a surprise to hear people say that working from home during the pandemic has blurred the lines between home and work. For most people this is not a good development in terms of health and well-being. This issue impacts employees, managers, and leaders alike. Several managers learnt the value of having clear boundaries between work and non-work. Start work, finish it, and make sure a line exists.
Be agile and act decisively for all stakeholders
No prizes for guessing this one. The pandemic has ‘screamed’ loud and clear the need to be agile. And most organisations and businesses have adapted remarkably well, given the enormous challenges posed by the pandemic. One senior accountant that I spoke with, mentioned the importance of “acting with agility in the interest of all stakeholders”. Given the environmental and social challenges that face the world, this emphasis on “all” stakeholders was refreshing and a timely side-effect.
Tom Armstrong – the Accountant’s Executive Coach
