Milka Milliance* says people all over the world are looking to their leaders for direction and guidance.
During the coronavirus pandemic, people all over the world are looking to their leaders to lead with compassion, transparency and above all to provide guidance that will keep them safe.
Women leaders like Jacinda Ardern, the Prime Minister of New Zealand, is leading a masterclass on coronavirus response.
Women leaders in the corporate arena can take a few pages from Ardern’s playbook.
She has authentically demonstrated compassion and empathy, inspiring and mobilising a nation of five million to an early lockdown, which has kept their infection rate low.
Her empathetic, compassionate and transparent leadership style engendered the trust of her nation and willingness to mobilise for the greater good rather than just compliance because of draconian measures.
Compassion right now means having greater empathy and flexibility.
While your team and their direct reports are working remotely, 100 per cent productivity is impossible, as it is for the essential workers who have to go to work, knowing they are being exposed.
Even though many remote workers are logging more hours than normal, the distraction of the 24-hour news cycle, anxiety around staying safe and creating contingency plans if a family member gets infected with the coronavirus, homeschooling, etc., are putting tremendous psychological, mental, financial and emotional strains on everyone.
While we are all keen on meeting our professional obligations and commitments, be mindful of the mental overload and stress that we are collectively grappling with during these difficult times.
Four ways to show compassion
Genuinely show someone that you understand what they’re going through.
The situation is affecting people differently and to different degrees.
Check in to find out how people have been impacted.
Someone could be dealing with tragedy but lacks the emotional language to express themselves effectively.
You’re responsible for understanding what the obstacles may be for the people on your team, even if they are not upfront about it.
Remember that most people will say they’re doing fine, even when they’re not.
Having consistent and transparent communication helps to reassure people that they are valued, even during bad times.
One way to do this is to establish good communication that’s predictable, but also to be flexible with your teams.
Having flexibility doesn’t mean your team doesn’t have structure or process, however, they may need to be more “loose”.
Your direct reports should be doing the same with their teams.
Have the normal processes that you use, but give people more autonomy, rather than less, to work within parameters that are conducive to everyone’s situation.
This allows everyone to have more control over their time.
Be mindful that people absorb information differently.
Be thoughtful, clear and direct in your communication about the current situation.
This minimises misunderstandings.
Research and experience dictate that it is often during crisis moments that organisations show their underbelly.
Organisational cultures that value their employees and customers will continue to do more of the same; those that do not will have their organisational cultures and values exposed in a more exaggerated manner.
Trust and loyalty are built and tested during difficult times.
The more transparent we are as leaders in our organisations, the more others, especially those at the front lines who are the most at risk, are willing to show up and do the work, knowing that their leaders take their safety seriously and will provide the necessary resources to protect them.
* Milka Milliance is an executive advisor and women’s leadership coach.
This article first appeared at thriveglobal.com.
