7 Widespread Questions Leaders Must Lead and Talk Throughout COVID-19
In the past few weeks we have spent a lot of time talking to executives – from individual advisors to questions and answers during webinars – on how best to use empathy in times of uncertainty and change. During these discussions, there were a number of general questions that leaders have about leadership and communication in these times.
For this reason, we have compiled some of the most frequently asked questions so far and will provide answers here if it also helps you.
Questions and answers about leading and communicating with employees during COVID-19
Q: Is it advisable to start each meeting with a little conversation about COVID-19?
A: The idea of some warm-up talks can be helpful. One idea from one of my clients is to start the team meeting once a week and ask everyone to share a challenge they are facing and something that they are currently enjoying. This strategy is a more targeted alternative to small talk, helping people understand what they're dealing with from time to time, and then focusing on the team or topic.
Q: How do we show respect for the challenges / changes in people's circumstances while driving projects / work?
A: It is an important question and not an either-or. I suggest we consider it a "both / and" scenario. As leaders, we need to think about how we can be empathetic and understanding, and focus on what we need to do to drive the business forward. I recommend checking in with your people to get a feel for their mindset and feelings so that you can meet them where they are.
Inspired by the famous quote from Maya Angelou, people won't remember what you said, but they will remember how you made them feel. I think that's especially true now. Helping people process their emotions and do everything possible to remove obstacles that stand in their way will be the most productive way to focus on the job at hand.
Q: What is the right amount of communication? How do I know when I think about my communication cadence that it's enough (not too much or too little)?
A: One of the best ways to know is to ask. It could be a conversation with all of your direct reports, it could be a one-on-one conversation with each of your team members, or it could be both. Give people a continuum of "just the right amount – too much – not enough" and ask them to help you where your communication ends up on the continuum and why. I also suggest asking your team what is working today that you should continue with and whether they have ideas for improving the cadence of communication. This way you get a good sense of whether you are on target or whether some optimizations need to be made.
In general, research I've seen on communication during COVID-19 shows that employees want and need to hear a lot from their managers. It is almost impossible to communicate too much at the moment.
Q: I tried to create an environment where there could be more dialogue with an "All Hands" style meeting for my team, and it didn't resonate well. How would you recommend video communication with my team?
A: In this case, I recommend some video conferences in small groups. Think of "micro". Collecting smaller groups in video conferencing format can help create an environment where people feel more comfortable opening. City Hall is still an important tool in your cadence, and I suggest adding some of the virtual meetings in small groups so that you can keep listening and proactively convey comfort and understanding to people – and another way to connect with them You.
Q: Are there thoughts about managing customer communications and coaching front-line customer communications teams, especially when customers are frustrated?
A: Whether you're talking to your employees about how they're doing or coaching them in communicating with customers, I think the words you should be aware of are listening and empathy. Listening is the foundation of all good communication, so we have to start there. It will help us put ourselves in our customers' shoes and understand why they may be frustrated. Once we understand where they come from, we will of course do everything we can to help them. Even if we cannot improve their situation if they feel heard, valued and understood, it will make a big contribution to alleviating their frustration.
Q: How do you recommend dealing with people who lack empathy and who do not make special arrangements for the special circumstances in which we find ourselves today, with people who fear for their well-being, increased demands on their time from families, etc .?
A: That is a difficult question. This depends in part on your relationship with the individual. If this is a member of your team, you can strengthen the importance of empathy as a central principle of leadership. You can coach them on how to do it. You may then ask about the person's ability to demonstrate empathy when gathering feedback from others for performance review so that you can continue to help them develop that ability.
If the lack of empathy comes from a colleague or an older person, this can be a bigger challenge. If possible, set up a one-on-one conversation with them and begin your comments with a statement like, "I want to share some feedback that I think is important but you may not want to hear." If you can give specific examples of times when they might have shown more empathy, it can help convince them to listen to you. In the end, however, you cannot control what they say or do.
Q: They recommend checking in on everyone every day. That would probably take my whole day if I did that. How can I stay connected and satisfy the "I" elements without connecting with everyone every day?
A: If you have a large team, it is understandable that you cannot check in with all team members every day. My recommendation is to allow a certain amount of time (30 minutes a day or an hour) and to commit to spending it on checking in with your employees. It is likely that you will quickly find out who needs more time and attention as they answer "I" questions like "How am I?" Has to fight. and "does someone take care of me?" Others may be fine and don't have to check in as often.
If you have direct reports that oversee others on your team, you should expect them to report to their team members and notify you when you need to intervene and help someone who is having a hard time.
Ultimately, my advice is to do the best you can to keep in touch with your employees and move around to meet their needs. Make it a priority because it is important that you focus and be productive. And that is important for your success.
What questions do you have about leadership and communication today?
– David Grossman
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