Leading during a crisis is about standing up and modeling the behavior that will get you through it. Being vulnerable and human while also demonstrating an unflappable resolve and calm. I am focusing my teams on the few things that truly matter to get through this outbreak, which are the same things that determine the success of the company in the best of times. In partnership with my leadership team, I created a roadmap for the next 90 days that aligns our crisis response with our current business priorities. I then asked my people, “How would you go about accomplishing this?” They have the answers, not me.
To read more of my thoughts on leading from home, please continue below to the Real Leaders article.
In addition, I would like to offer a most heartfelt thank you to Grant Schreiber for including Gyolai Consulting.
###
Source: Real Leaders (Real-Leaders.com)
Published: March 18, 2020
Crisis Survival Guide: How 66 CEOs And Executives Are Leading From Home
Some say this crisis is merely good training for the next one. While we have no way of knowing what that next crisis might be, one thing is for sure — the current coronavirus crisis has shifted the way we work and will have lasting repercussions.
There are leadership lessons to be learned from bad situations, and strong leaders know that opportunity and innovation lie at the heart of any disruption or dramatic change. When this crisis is over, many of the lessons below might become standard business practice, so it’s worth taking notes on the many insights we have gathered. What was previously unthinkable in the workplace, is now possible, and has highlighted the resilience of the human spirit. We asked 66 CEOs and executives how they are leading from home and how they manage to inspire their teams from a distance. There’s a lot of advice here, so be sure to take a break (wash your hands) and return later. You can add your own solutions in the comments section.
1. Rob Schwartz, CEO of TBWA\Chiat\Day NY
My advice is to over-communicate to ensure employees feel connected in these uncertain and stressful times. Each Friday I write what’s called, “The Friday Email.” I’ve been doing this every Friday, without fail save for a Christmas Holiday or two. In the mail I try to capture the week. Now more than ever I realize its benefits.
My best advice to anyone in leadership is to control what you can. You can control your attitude. You can be optimistic. You can also do your best to be patient and empathetic with your clients and your staff, as we are all dealing with this same crazy storm. Clients are looking at immediate crisis plans. We are also starting to think about contingency and recovery plans. And we are looking at how we can help our clients think things through strategically and creatively.
2. Sachin Gupta, CEO of HackerEarth
Communicating, communicating, communicating – We are taking proactive steps to communicate consistently. It’s extremely important for not just the CEO, but the entire leadership team to constantly check-in and communicate with the entire team across product, sales, and marketing. Working from home can result in isolation and can be extremely challenging for teams that are accustomed to sitting together and being able to simply turn their chair around to talk with a co-worker.
3. Jeffrey Hayzlett, Chairman & CEO of C-Suite Network
It’s a tough time and things can be grim but it’s always important to mitigate fears and boost moral; I fight fear with humor. I always reconnect and realign my team with the company’s core values. This inspires business continuity and quells issues that arise from a decentralized team. It’s important to lead by example when crisis arises and leaders should reach out to their networks — concentric circles of trusted groups you belong to, such as associations, masterminds and coaching groups. Through networking, leaders can help one another with strategies to help lead their teams through times of crisis.No matter how small, do what you can to demonstrate a hero mentality and hero leadership through challenging times. It’s important to be a shining light that supports others in a time of crisis.
4. Zach Maurides, Founder and CEO of Teamworks
We are rallying around our mission to engage and empower athletes now more than ever. Our mission is unchanged. Why we do what we do is unchanged, but some of our employees’ jobs have changed dramatically. We have implemented daily wellness checks as part of our communications routine to ensure our staff are physically, mentally and emotionally well. Similarly, we often take for granted the time we’re able to interact throughout the day when we’re in the same building. We are making a conscious effort to be intentional about connecting and engaging with one another by spending five minutes on every call to catch up on things outside of work – everything from funny things our kids did today to new recipes.
5. Zain Jaffer, Founder and CEO of Zain Ventures
During this unprecedented and traumatic time, true leaders can boost morale and best motivate their teams by reminding them of the importance of what they do every day and by expressing their gratitude for that work. Everyone wants to know that what they do matters and that they are part of something bigger and more meaningful to the world. To stave off the apathy and feelings of disconnection that can accompany remote working situations, leaders should communicate why the company exists and what value each employee provides. When we are isolated and trying to work remotely, it’s easy for employees to forget why they do what they do. By articulating our gratitude, we increase employee engagement levels, improve productivity and promote proactiveness.
6. Kevin Gyolai, President of Gyolai Consulting
Leading during a crisis is about standing up and modeling the behavior that will get you through it. Being vulnerable and human while also demonstrating an unflappable resolve and calm. I am focusing my teams on the few things that truly matter to get through this outbreak, which are the same things that determine the success of the company in the best of times. In partnership with my leadership team, I created a roadmap for the next 90 days that aligns our crisis response with our current business priorities. I then asked my people, “How would you go about accomplishing this?” They have the answers, not me.
7. Shannon DeJong, Founder & CEO of House of Who
I communicate with my remote team via Slack using daily letters – and even more frequently if the news warrants it. These letters include advice on physical, mental and spiritual wellness, not just “work.” It’s all connected. Reassure your team of the security they have with you now, while being realistic about the future. For example, in the branding industry we potentially lag in times like these, so to calm any worries, I let them know it might be a slower in Q2 or Q3, but are well prepared and will fulfill their contracts.
8. Sam Caucci, CEO and Founder of 1Huddle
Most companies have solidified the mindset of switching over to a more remote workforce in response to the COVID-19 pandemic. In times like these, investing in more emailing, conference call lines, and webinar platforms are not enough. Companies need to be investing in solutions that prevent digital isolation and use this time to help reinforce organizational priorities in a way that inspires their workforce.
As the CEO of a technology company that uses games to keep workers engaged and prepared, we have seen a greater demand for solutions to help workers that are on-the-go. This means turning to strategies and solutions that allow them to: Rapidly communicate with their team, keep everyone up-to-speed while being fun and interactive, strengthen culture and community even while being remote, educate their team on how to effectively lead and operate under remote work conditions and bring staff together with shared objectives while not all being in the same place Instead of giving up on employees, it is time to lean in and support them while keeping them engaged and connected through the transition using the right tools.
9. Paul Nick, CEO of Guaranteed Returns
When a company experiences something like this, the first thought for many is layoffs. However, good leaders know that their employees are their most important asset. Build and maintain a strong workforce, and together a company can weather any storm. I have worked tirelessly to maintain as much of the workforce as possible and personally knows each employee. I maintain a close-knit workforce that is willing to go above and beyond for every client and colleague. When difficult times hit, it’s the foundation, strength and commitment of our employees that allow us to survive.
10. Michael Brody-Waite, CEO and Author
Practice Rigorous Authenticity — Be real with your team and go first by sharing what your fears are during this time, instead of pretending you have it all figured out or have all the answers.
Surrender the Outcome — Exclusively focus on the things you CAN control, such as how you remain in communication with your team and prioritize self-care, versus the things you CAN’T, like the economy.
Do Uncomfortable Work — During times like these, leaders will benefit from leaning into the uncomfortable and emotional work instead of hiding in the “hard work” of their to-do lists and emails.
###
To read additional responses from companies like Havas Creative, The Culture Works, EmailAnalytics, Virtual Vocations, AuthorityHacker and many more please read the full article here.
To continue to grow and learn please visit my resources page and check out a few of my other articles and free tools.
If you are ready to begin the process of creating a work-life blend that is right for you, and help your people do the same, please click here.
If improving business operations is at the top of your list click here or if you want to reach me directly, click here.
