Founder & CEO of Reverb. Author of Female Firebrands: Stories and Techniques to Ignite Change, Take Control, and Succeed in the Workplace.
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Whether you call it the new normal or the most tumultuous time in modern history, 2020 has brought workplace challenges like never before. Organizations are grappling with increased stress and anxiety in the workforce, remote work and new expectations to "work from anywhere," as well as a racial reckoning which is leading to necessary conversations that have been repressed for far too long. In parts of the country, people are suffering losses caused by wildfires and the need to stay indoors as cities like Seattle and Portland experience the worst air quality in the world.
These external forces have a tremendous impact on how we work, causing people leaders at all levels to find creative solutions to new challenges. Times like these amplify people's strengths and development areas. At the beginning of the pandemic, an executive told me that their earlier goal of improving executive presence seemed quaint as they were facing anxious, scared and grieving employees who needed comfort and support.
Leaders do still need presence and confidence, but a set of emotionally intelligent traits have also risen in importance. Regardless of their role, industry, style or personality, here's what successful leaders need now in order to show up for their teams.
• The ability to make decisions in the absence of information: Let's face it. When it comes to leading in a pandemic, indefinite office closures, supporting QTBIPOC employees during a rash of police brutality and helping working parents who are overseeing their children's online education, no one is an expert. There's no precedent, yet managers are faced with important daily decisions about how to move forward and those decisions can not wait.
• Empathy and understanding: You simply have to put people first right now, given what they're going through. Leaders who can't connect, build relationships and be genuinely supportive will lose people's commitment and engagement. They need to recognize that each individual's situation is different and meet people where they are.
• Flexibility: People need time to take care of themselves and others like never before. We all have better and worse days, and sometimes moods and motivation change hourly depending on what's happening in the world around us. It's not possible for most people to exhibit the same drive, energy and productivity they had previously. Managers must think hard about goals, expectations and how to appropriately measure performance in a world with so many distractions.
• Willingness and desire to have uncomfortable conversations: The racial reckoning that erupted following the killing of George Floyd has led to more candid conversations about diversity, equity and inclusion at work. For white men and women, it may be the first time they're examining their own biases and grappling with the impact of discrimination and anti-Blackness. They must demonstrate curiosity, humility and accountability in order to engage in these conversations with authenticity.
For some, these skills come naturally. But most leaders will have strength in one or two areas and gaps in others. They're being called on to be decisive, show empathy and create safe spaces where all voices can be heard. Many leaders have never had to confront mental wellness, bias or racism, yet these are now mandatory conversations. How can leaders quickly build the muscle they need to lead their teams into the coming year?
This kind of learning is deeply personal, and there's no one-size-fits-all solution. Many people will want to begin with self-guided learning and there are several ways to do that. A mix of reading and self-assessment is a useful way to build skills, uncover hidden biases and learn to broach sensitive topics.
• Identify unconscious biases. Seek out assessment tools such as the Implicit Association Test (IAT), a free online tool that allows you to assess your biases in a myriad of categories, including gender, race, religion, disability and age.
• Grab a book! Crucial Conversations is an old standby, and for good reason. The stories and tools included demonstrate how we can engage in necessary conversations, even and especially when the stakes are high. It reminds us not to "turn a snack of disagreement into a meal," focuses on persuasion and demonstrates how to approach a topic safely. I've read this book multiple times and my takeaways are always different depending on current circumstances.
• Increase compassion. It's impossible to have compassion for others if you don't have it for yourself. One way to check is by taking the self-compassion test developed by compassion expert Dr. Kristin Neff. Her site includes tips, resources and practices like meditation to help you increase self-compassion.
For those who are ready to seek outside support, consider hiring a leadership coach, also known as an executive or business coach. Coaching lets leaders build on their strengths and identify new behaviors that will make them even more effective. Working with a coach is not remedial and does not mean you’re not a strong leader. After all, athletes work with a coach daily. Coaching enables people leaders to identify one or more development areas, then experiment with new approaches that lead to lasting change.
Leadership is complex even when things are going smoothly. With everything we’re facing today, I can’t think of a leader who wouldn’t benefit from the chance to tap into increased empathy and find more and better ways to connect with their team.
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