EVP of People & Culture at Tillamook. High impact leader and key architect on culture, inclusion & diversity strategy.
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Managerial books can sometimes fail us in times of crisis when people are searching for meaning or overwhelmed with life. Crisis reveals the true character of an organization and its leaders. While trying to regain footing, responding to the crisis and scrambling to figure out how to preserve or protect the business, we have a tremendous opportunity to demonstrate our values and lead with grace.
But what does that mean exactly? And how do we show grace for our co-workers from afar?
If someone is late or delayed, prioritize connection over correction. You may choose to say, "I know we have asked a lot of you lately. How is your workload? What can I do for you?" or "I noticed that you struggled with that presentation, so I thought I would check in — is everything OK? What can I help with?" Grace is showing kindness when someone is struggling.
When we check in with our employees, it shouldn’t be just a mindless check-in. You might say things like, "What do you need? How can I support you? How is your life?" When you personalize check-ins with your employees, you are choosing grace.
When we share information freely and transparently, sharing our own challenges and things we are struggling with or saying, "I don't know the answer to that, but it's a good question," or "Here is what I do know," we become an agent of comfort for our people, creating confidence amid the chaos. When you are honest and vulnerable, you are choosing grace.
When we are flexible and deal with interruptions with understanding, and even laughter, we are conveying, "No apologies necessary," or "It's OK. Life happens. Let's roll with it." When you are accepting of unexpected circumstances, you are choosing grace.
I recognize that in high-performance workplaces and cultures, we might worry that allowing for grace in these times may suggest accepting substandard performance. But I would suggest that we frame it differently. This isn’t a permanent acceptance of lowering standards or expectations. This is having a genuine conversation that creates grace and safety, and in doing so, I believe that employees will feel seen and cared for.
If someone was a good performer before and something has now changed in their productivity or the quality of their work, seek to understand what is influencing that. If someone was already a poor performer before, then we need to continue to manage that performance and realize it might take longer to progress in a time of crisis and exclusively virtual connections.
Grace is the act of creating an opening where you can see a life that is different than yours, and where you have empathy and compassion — an opening where people reveal more of themselves to you and feel safe to do so. We all need grace, and we need more of it now than ever.
Leading with grace is a benefit to our organizations. When people feel psychologically safe, valued and cared for both at work and in their lives, they will bring their best selves forward and give you their discretionary effort. But make no mistake, grace is an inside job — it's our role as leaders to model it, invest in it and commit to it.
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