“SOE” What Now?

In our last chat, we explored how crucial it is for leaders to be ready, or as ready as we possibly can, for whatever challenges and opportunities come our way. We also discussed the fact that today’s leaders are being heavily called upon to be equally prepared to hold the proverbial reins in times of difficulty as well as remain optimistic and vigilant for prospects as they arise.

Easier said than done, right?

(For what it’s worth, I’ve always believed that if great leadership were easy, then everyone would be doing it. But that doesn’t mean that there isn’t a great leader in all of us. But that’s a different discussion for another time.)

After a year plus of pandemic-caused disruptions (and myriad other attendant and non-attendant social interruptions), it is not surprising that many leaders quickly found themselves completely at sea in terms of what to do next.

Because they did not know what was coming next.

Again, (as we discussed last time) the readiness is all.

But that talk seems so long ago. In the time since then, the COVID-19 numbers (infections and deaths) started a sharp and worrisome ascent associated with the 3rd wave, further lockdowns were implemented to curb the spread, and, most recently, a state of emergency (SOE) declared in an all-out effort to give the national community the best possible odds in the fight against the pandemic.

While many welcomed the decision, to me, it seemed to be in the same way that one would welcome an extreme measure because everything else had failed. Many welcomed it but few understood what it really meant. More importantly, even fewer (it seems) understood what it would mean for them.

At this point, conjecture on the SOE is neither here nor there because it and COVID-19 are here, and we, as leaders, need to continue doing all that we can to ensure that our teams stay together, stay focussed, and above all, stay safe.

Given the ask, and the clouds of doubt already over many of our heads, it is reasonably fair for many leaders to wonder, “So what do I do now?”

Every time it seems like we are about to turn a positive corner, setbacks arise and we seem to be moving backward instead of forward.

I want to put it on the table that a setback is only such if we refuse to learn from it.

Life is always going to come at the leader with challenges but it is also always going to come with opportunities.

When we really think about it, the recent state of emergency may very well be just another in a series of challenges that also presents leaders with opportunities – to learn more, listen more carefully, and lead better.

In times of uncertainty, stick with the certain. Stick to your core values.

Let’s be honest. our talents and abilities may have been responsible for us getting to the top of our respective games, but it is our core leadership values, or more specifically, our belief in and adherence to them, that keep us there.

It really should come as no surprise that leaders are going to have to rely on these core qualities if they intend to successfully navigate the challenges ahead.

It is during these times, most of all, that it is absolutely critical for leaders to neither abandon nor forget their core values – the very attributes that distinguish an ok leader from a great leader; they are intangibles that give each great leader tremendous competitive advantage.

Sadly, it may be difficult to rely on these especially when the storms swirl about and bottom lines and lives hang in the balance.

But I put forward that now is EXACTLY the time to do so.

There is no better time than now to reflect on these values that guided us when we needed guidance most and gave us hope of a better day when circumstances seemed their most daunting.

More than just sitting back and reflecting, the real challenge facing today’s leader is to draw wisdom from our core values to make the most of what is available.

Every leader, of course, has a different set of values from another. I’ll share a few of mine with you.

1. Vision – Having a clear understanding of where you want your team to be in the future will greatly influence the steps you take today in getting there.
2. Integrity – In every decision you make, keep your moral compass aligned with what is fair and right. It may not be popular but it must always stand up to scrutiny.
3. Respect and Empathy for the Individual – It is not just you going through these difficult times. Our teams still look to us for answers. Even if the solutions escape us, we should never let our respect for our teams and our ability to understand what they are going through to do the same.
4. Dedication and Resilience – Regardless of what developments may come (for we can never know for sure), developing a robust dedicated attitude can give the strength needed to weather the storm. This leads to resilience, which is contagious. And if we can clearly communicate this to our teams, they too can gain the strength to go on.
5. Personal development and Adaptability – We must always be cognizant of the fact that it is most often during the hardest times that we reveal our greatest abilities. To use the adage, “Diamonds are made from pressure.” As difficult as it may seem, leaders should use these times to further develop themselves, their skills and abilities. Doing this is the hallmark of “agile leadership”; and the benefits always bear themselves out in the fullness of time.

Communicate, Communicate, Communicate.

Inasmuch as a crisis is regarded as the opportune time to rediscover our core values, wherein we typically find ourselves, our teams, and our abilities put to the proverbial test, the most effective leaders take this opportunity of a crisis to reemphasise these core values to motivate and galvanise those around them.

And they do it by talking and listening to their teams.

Circumstances are not great. We all know. But now is not the time to beat around the bush when we talk to our teams. By the same token, now is also not the time to constantly be the bearers of bad news (as hard as that may be not to do).

A middle ground is needed. And it is YOU who must understand this because it is YOU who must communicate with your team. And it is YOU who must be prepared to hear what they say.

As leaders, we need to speak clearly enough to get the point across, using a balance of firm and delicate, honest messaging. Leaders must use strong, clear messaging to get the results they want.

Nobody understands your team better than YOU. If you aren’t seeing the results, try other approaches. You took the time to understand the needs and motivations of your teams, now is the time to put that learning to work. Determine how to better position your message to reach the desired actions and results.

With hope, you have a Communications or Human Resources subject matter expert on your team who can help with this. But even if you do not, fewer things are better than engaging your team in an open and frank discussion as only a leader can.

Another reason why communication is critical is that there are so many diverse (and often conflicting) sources of information out there. Yes, our teams may be more familiar with us but they are more likely to believe something or someone they see or hear on social media than they are from us.

We live in the Information Age (some might argue the MisInformation Age), but ironically, it is also a time when fewer people seem to understand the information presented to them.

As an example, think of all the information that has come our way in the last year alone. Every day, we receive news about the pandemic, the statistics and predictive models about the incidence and fatalities. Every day, we hear of yet another business that has had to shutter its doors because of the impact.

By the same token, how often do we hear from our teams?

Bad news is easy to publicise because it sells well. But leaders should not see their voices (and those of their teams) as yet another bit of outside noise. It may not seem likely that the quantity or even the quality of what leaders and their teams have to say makes a difference, but it most certainly does.

Or to put it another way, think of the opposite. What does it mean in a time of crisis when leadership is silent? When our people are silent?

(The old trope about a quiet child being a mischievous child comes to mind)

SOE What Now? We Move Ahead

Remember that our people, as well as our businesses, face tremendous uncertainty. This uncertainty can lead to a strong current of anxiety that courses through the organisation and, even worse, our hearts and spirits. That anxiety, in turn, can manifest as a host of problems – all of which hinder you and your organisation in immeasurable ways. Something which no business, organisation or team needs at this time.

Reflect on your core values. Remember and rely on those intangibles that put you where you were before the pandemic. It is essential to communicate with our teams, if only to better outline reality, but most certainly to reinforce a clear and accurate message on what is happening – within and without the organisation – and about what our people can expect. Communicating also lets you know what your team is thinking and feeling.

The SOE won’t last forever but the decisions we make during this time can have consequences far into the future. Adapt your strategies to suit the circumstances. And then be prepared to adapt them again.

Above all, be there for your people as they have been there for you. We are in this together, more so than ever before.

SOE what about it? How are you and your teams faring? In every success story, there are lessons for others to use. In every failure, there are lessons for us to use.

Take care and be safe.