Leading through a modern-day crisis

THE year 2020 has been a wild rollercoaster ride, to say the least. We would have never imagined that we would be working from home or attending weddings via Zoom.

Our emotions and perspectives towards how Covid-19 has disoriented our lives have also changed. A study by the Nanyang Technological University revealed that the sentiments towards the pandemic have shifted from fear to anger.

Even though we are allowed to return to offices to regain some semblance of normalcy, emotions are running high.

While 61 per cent of those working from home reported feeling stressed, eight in 10 in Singapore say they prefer to work from home or have flexible working arrangements.

What is the role of a boss in such a situation? How can we alleviate the workforce's stress without damaging trust and reputation?

What kind of scenarios do we have to be prepared for? How will workforce management and skills development look in a hybrid model?

Bosses must always have their employee's health and mental wellbeing in mind when making decisions. This is different from the past, when decisions on promotions and training opportunities are made purely on performance. The rules of the game have changed.

A hierarchical structure or the ability to use power and influence to lead no longer works. Employees want to work with a boss who they can relate to, look up to and feel safe with.

Below are five leadership traits that are critical in building trust in the workforce that lead towards a full business recovery.

1. Empathy

In a Maestro Health study, 51 per cent of respondents did not feel comfortable speaking to their managers about their mental health.

There is no easy way to even know of the personal issues that an employee is facing, until the worker's output quality starts to dip.

Rather than react to red flags like missed deadlines or poor attendance, bosses should take the initiative to check in with their staff whenever they can. Employees are more likely to open up if they sense that the interaction is genuine and not tied to an agenda that may put their jobs at risk.

Once it is clear what the common challenges faced by employees are, managers should work with the human resources division to develop new policies to address these issues directly.

Programmes such as a robust flexible work policy, expanded health coverage plans and mental health wellness days can demonstrate your genuine care for the workforce.

2. Decisiveness

One of the most recognised characteristics of leadership is being able to make a quick and decisive response, especially in times of crisis.

Not only must the response be the best for the situation at that particular moment, but it should also consider all factors and people. These decisions may not always be perfect, but they drive the organisation forward in small steps.

There is also a fine line between waiting too long for the right moment and acting too soon. Not being able to make a decision at all will result in others questioning your ability as a leader. Don't let the fear of making the wrong decision stop you from making any decision at all.

It is not about being able to gather all the information out there before making a decision. Having the courage to be decisive with limited time and information sometimes may involve leveraging your experience, common sense and instinct.

Leaders should also create a decentralised structure around making key business decisions to expeditiously respond to emerging events.

A task force of key personnel who can sense the pulse on the ground and are regularly informed on the latest developments can help drive the decision-making process.

It is equally critical to put in place strict timelines for when decisions need to be made, so that they are still relevant in the current context and appreciated by those who are able to benefit from it.

3. Humility

This pandemic is uncharted territory for everyone, and it is important that leaders do not pretend that they know more than they actually do.

Winning an argument with your colleagues about what's right or wrong is not the end-goal. Instead, it should be about winning people.

It takes a huge amount of courage and humility for a boss to acknowledge: "I don't know, but I will do my best to find out."

Transparency and honesty are essential when communicating with stakeholders and employees, as presenting oneself with modesty could backfire very easily.

If executed skillfully, the honesty will be valued by employees, which will correspond with higher levels of productivity and performance.

This is because the workforce tends to respond better to humility as it is relatable, and will be more motivated and driven to perform better.

4. Vulnerability

Sigmund Freud, an Austrian neurologist and the founder of psychoanalysis, said that "out of your vulnerabilities will come your strength".

Before you are a boss, you're a human being. Exposing your human self displays a level of genuine authenticity that will have a lasting emotional impact on your peers.

Bosses who set the tone for healing by showing their vulnerable side in the face of adversity are often seen as honourable and authentic in the eyes of their employees.

Humility and vulnerability often go hand-in-hand. Not being afraid to expose one's weaknesses will inspire the same behaviour in others throughout the organisation.

Instead of trying to put up a brave front all the time, being real in these uncertain times can in fact be more reassuring to your people and make you seem more relatable.

Since the start of Covid-19, many world leaders and CEOs have voiced concerns on how border control measures and social distancing have impacted their plans.

Others have even gone as far as sharing their cost management scenario mapping and plans with their staff, so that they know what to expect in the future.

Some bosses have talked about how staying home has impacted their mental health or brought them closer to their families.

It would ultimately depend on one's leadership and communication styles, but these connections will allow bosses to build meaningful and unforgettable relationships with their organisation and employees.

5. Inclusiveness

2020 has not just been the year of one of the worst pandemics in history, but also of important issues such as climate change, mental health, as well as race and gender equality.

Leaders will have to demonstrate the willingness to listen to and include a multitude of voices in the dialogue.

This gesture of solidarity shows that leaders are able to get everyone to put on their thinking caps and consider different perspectives to make positive changes that can benefit the organisation collectively.

Employers should allow people from less-represented communities to speak out and educate others on the importance of inclusion within the organisation.

Decision-makers should also proactively showcase how they will lead the organisation to help reverse climate change or contribute to the fight against Covid-19.

Especially during this pandemic, leaders play a crucial role in fostering inclusiveness by encouraging employees to act together, not just for the organisation but also society as a whole.

Regain your organisation's equilibrium

Going through a crisis can trigger many psychological responses that may disrupt the equilibrium of your organisation's culture.

The social isolation experienced during remote working may weaken the bonds between peers who under normal circumstances lean on each other for emotional support.

It is a natural biological response to turn towards self-preservation and exhibit a desire to retain control in the face of uncertainty.

Being able to let go of that and allow your organisation to unleash creativity and change can help you navigate this rocky terrain and emerge stronger.

Leaders are in a unique position to influence and cultivate all the above mentioned qualities in a balanced manner.

This can be the key to recovery, especially if we double down on what lies within our control and commit ourselves to learning the tough lessons that this pandemic brings forth.

• The writer is the managing director for Malaysia and Singapore at recruitment firm Randstad.