Current events, controversies, exchange crises, the global pandemic — all weigh on us.
And the daily cocktail of uncertainty taxes our cognitive abilities to the point of exhaustion. With everything going on, it’s important to remember that we can choose how we respond to uncertainty. What’s more we can respond in such a way as to remain effective, despite the headwinds.
In times of crisis, when everyone is dejected, anxious and uncertain about the future, it’s understandably hard for people to stay on track. In those moments it is critically important that leaders work to keep everyone focused and productive while coping with ambiguity and uncertainty within the workplace. It’s important to stay in close contact with your people.
Talk to them and listen to them. Work to truly understand what they think and feel, and respond to their questions and worries. Genuine listening forms a bond of trust that motivates people and helps in resolving their concerns.
Leadership maturity thus leadership by example comes into play the most at these difficult times for the followers to emulate. You will be better able to lead your team and model resiliency if you can acknowledge and manage your own stress and anxiety.
Mind you; what you don’t own will end up owning you.. Ask yourself, “As a leader, who am I going to be in this time of crisis?” if I’m to continue to survive and sustain performance. Employees often become unfocused and unproductive when a crisis hits – especially a crisis like the one Sri-Lanka is faced with today. What you do in that moment will either help them or hurt them, so give them the words and example they need to stay focused so you can weather the crisis together.
Some leaders think they are protecting the people by not acknowledging difficult truths or uncertainty, but that is not an effective or ethical – and sustainable approach. Tell the truth. Acknowledge what’s happening including what you don’t know and keep communication flowing, and let people know that measures are being taken to face the challenge to the best of your ability together as a team. At the same time, work to help your team stay connected and motivated amidst adversity. Don’t hide the truth but share it even if it’s harsh.
More frequent, clear and targeted communication helps people manage their stress. Especially if your processes have changed dramatically, some of your team members may be feeling lost, unproductive and frustrated. Do what you can to let them know what they are feeling is normal and coach your people on self-compassion in unpredictable times. In your words and your actions the message should always be “We are in this together.”
Stay focused
When things feel out of control, it’s almost impossible for people to maintain focus. Do whatever you can to foster a sense of control in your team members, even if it’s only over their own actions and work schedule. Giving your employees a chance to shift their thinking to manageable issues and areas they can control will help them reduce stress and stay grounded.
This may sound strange and awkward, but when people are caught up in a crisis and the anxiety of tough times, part of the leader’s job is to remind them to take care of themselves. Help your team stay focused by encouraging them to take time to relax, exercise and spend some time outdoors with loved ones. Model good self-care habits for them and encourage discussion of simple ways to stay energetic and healthy.
We all can only do so much. Just as a sponge can only soak up so much water our brains have finite holding power to cope up with. Work within them for successful problem-solving, optimal learning, and effective communication while maximising their efficiency and avoiding burnout.
Things are moving fast and don’t look to be slowing down anytime soon. Yet we have no choice but to march along towards sustainability. Extraordinary times call for extraordinary leadership and together with people you still have hope – keep your hopes alive and work harder to make them real to the best of our ability – and that is all we control. Don’t we?