COVID-19. A term we had never heard of only 4 months ago and now we will never forget. This is truly a monumental time for everyone, and it can be unsettling to leaders as well. Yet, in the midst of uncertainty, chaos, and confusion, there are two things we as leaders must do now more than ever: learn and lead. Here are 10 reminders to help each of us continue learning and leading well.
1. Leaders spread hope – not fear.
My mom was from a family of 10 children during the Great Depression. She not only survived that, she also survived World War II, strikes at the steel mill where my dad worked, health scares, the loss of my dad to cancer, and raising three boys (of which I was the easiest 😊). She is now 94 and is a gritty survivor. And we too as leaders should know that we will get through whatever comes as well. It may be hard. There may be losses. And it may never be the same as it was. But we will get through it. We must be the messengers of hope, not fear.
“God is our refuge and strength, an ever-present help in trouble. Therefore we will not fear, though the earth give way and the mountains fall into the heart of the sea, though its waters roar and foam and the mountains quake with their surging.” –Psalm 46:1-3 (NIV)
2. Social interaction is not just nice – it is vital.
One of the lessons we will all learn from this time is that social interaction is as much a vital part of life as are food and medicine. We were created to connect with others. The term “social distancing” may be new for some, but it has been a part of social psychology for many years. And it has often been used in a negative way to describe when a leader keeps people at a social distance so that his or her flaws cannot be seen. Now we are using it to save lives. And people have become innovative! People talking to others out of their car window while remaining 6 feet apart. Neighbors sitting on chairs in the front yard rather than in close quarters. Teams using video conferencing platforms to continue some normalcy in their meetings. Sometimes it takes a crisis to take us back to the basics.
3. Leaders stay focused – keeping everyone’s attention on the mission.
While a crisis requires serious attention from leaders and team members, the crisis can also take our sights off of our primary mission – whatever that may be in your organization. In the midst of responding to a crisis, it’s more important than ever that leaders remind the team (and themselves) about the primary reason of why you are here – serving your clients, members, or customers. Consider how you can turn this crisis into opportunities that will benefit others and help your organization. As someone once said, “Never let a crisis go to waste.”
4. The term “innovate or die” will take on new meaning – quickly.
I have little doubt that some nonprofits, churches, and businesses will emerge stronger from this crisis. New initiatives will be launched, new services will emerge, new efficiencies will be discovered, and new leaders will surface. In talking with a number of our innovative-thinking clients, they are not only doing scenario planning regarding the next few weeks, they are also mobilizing all of the creative power inside and outside of their organization to fill gaps that did not exist prior to the crisis. Many innovations, including in medicine as well as other services, emerge only after the pressure is on and the need is deeply felt. You may need to shelter in place, but do not shelter your innovative thinking!
5. Leaders don’t have control over everything – but sometimes we think we do.
Why do people look to leaders of all kinds to “fix it”? Because we desperately want to believe that someone can fix it. Leaders have often fed this illusion, and it’s also why they sometimes get paid ridiculous amounts of money. But there are cancer cases the doctor can’t solve. There are economic disasters the government can’t fix. There are viruses that cannot be anticipated. And there are problems sometimes beyond the scope of human solutions. Face it – we really have limited control. But we will be more likely to get though difficult circumstances when we depend upon help from others and don't try to go solo. Billy Graham once shared this simple yet powerful reminder for those who follow Jesus: “I’ve read the last page of the Bible. It’s all going to turn out all right.”
6. Beware of false prophets and self-serving actions – from others and ourselves.
Times of crisis create an ideal environment for the emergence of false prophets and self-serving behavior. False prophets are sometimes obvious – like bad characters trying to take advantage of vulnerable people. But sometimes they are a bit harder to see. For example, after 9/11, the 2008 crash, and now COVID-19, some have tried to position themselves as possessing mysterious knowledge and sophistication in predicting the future. Others only look out for their own interests (like the two guys who drove all over the country buying up hand sanitizer, wipes, and masks in order to take advantage of this crisis). Be wise enough to spot the fool and caring enough to sacrificially serve others.
7. Leaders find solutions – they don’t create anxiety.
Every crisis needs leaders who balance facing reality with solving problems. Anxiety is already an epidemic in our country, so leaders need to reduce it, not compound it. Some leaders forget that people are watching them and listening carefully to what they do say and don't say. We must aim for solutions to a problem and not ramp up anxiety. Years ago, I read a book called Hard Optimism. That’s a good phrase to define the job description of a leader, especially during times of stress.
“Anyone can hold the helm when the sea is calm.” –Publilius Syrus
8. Leaders communicate – a lot.
We have never heard any leader be accused of over-communicating. Never! During times of uncertainty and crisis, the need for communication is even greater. Communication that joins hope with honesty can calm the nerves and strengthen the spirit of your team. During this time of working from home offices, consider sending daily emails of encouragement or holding regular video and phone conference calls. And for your customers or clients, regularly check in on them. Depending upon the nature of your business or organization, offer them guidance that will help them navigate these uncertain days. And above all, be a messenger of hope.
“An unreliable messenger stumbles into trouble, but a reliable messenger brings healing.” –Proverbs 13:17
9. Weak vital signs increase vulnerability – especially during a crisis.
COVID-19 is not only hitting our most vulnerable people the hardest, it will do the same thing to the most vulnerable organizations. High levels of debt, insufficient cash reserves, outdated products or services, inadequate leadership skills. Over the past decade, there are many organizations, including faith-based ones, that experienced a combination of atrophy and sluggish adaptation to cultural trends. As new enterprises emerge, there will be others that cannot survive either. This serves as a powerful reminder to keep our organizations strong so that we have a greater opportunity to emerge from the devastating blows that are coming now and will come again in the future.
10. Leaders anticipate – crises can and will happen.
The unexpected is really not that unexpected. Major storms do hit. Economies do crash. Health crises do emerge. Accidents do happen. We should not dwell on but rather anticipate things like:
Loss of a key employee
Loss of a major client
Loss of work space due to a fire, etc.
A disruption to your supply chain
A loss of data
Our team has already responded to multiple requests for advice regarding this situation. We can help you with managing your communication, planning next steps, and considering the possible financial and human implications related to this crisis. We are here for you! If you would like to speak with a consultant, contact us!
Jay Desko is the CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
