How leadership has changed during COVID-19

Bringing your whole self to work is mandatory

The pandemic has broken down the fourth wall between leaders and staff. I’ve noticed that ‘how are you?’ small talk has gone from a brief exchange at the start of a call to a key moment when people connect, often raising issues from bereavement to mental health and relationship challenges.

‘As we Zoom into each other’s homes and our children and pets play starring roles in our board meetings, we’re sharing more of our true selves and our lives beyond the work façade.’

 

- Lucy Caldicott, CEO at culture change and diversity consultancy Change Out

By encouraging others to be authentic at work leaders can build more inclusive organisations. ‘This is so important for healthy and functional organisations where everyone can be themselves and contribute their best,’ Caldicott agrees.

Communication is more intentional

In the age of video calls, leaders can’t rely on social cues and interpreting body language to read the room. Instead, they have to seek out opportunities to connect with staff.

‘Leaders have to make a concerted effort to reach out and connect with their teams and be both clearer about what is needed and more supportive and empathetic of different challenges.’

 

- Jillian Moore, Chair of London Sport

The leaders I discussed this with were working hard at strengthening relationships with staff.

‘I have made time to connect with each team member intentionally, even though I don’t line manage them directly, on a one to one basis – either by Facetime/Zoom or at very least WhatsApp.’

 

- Graeme Hodge – CEO, All We Can

With so much still in flux, leaders are rethinking their default communication styles and continuously adapting them to meet different situations.

Real power is not centralised

Remote working has shifted the balance of power in organisations and leaders are empowering teams to get on with their jobs.

The COVID-19 crisis has shown how the best leadership is a collective endeavour, with leaders solving problems together with their teams.

‘If team members feel supported and trusted they will adapt and innovate and bring their most creative work to everything you are trying to achieve.’

 

- Graeme Hodge – CEO, All We Can

Leaders need to be a focal point

Whilst this has always been true of leaders, it is even more important at a time when everyone is working remotely. I was struck by how leaders are helping their staff embrace uncertainty but are also keeping people focused on their charity’s goals. This can be easy to lose sight of once a firefighting mentality becomes entrenched.

‘We have to keep reminding ourselves of the core objectives which underpin us, and, while being agile and adaptable, ensure we’re meeting current priorities and challenges whilst not deviating from our overriding purpose.’

 

- Christine Abraham - CEO, Community Action Suffolk

I know a chair of trustees who provides a brief recap of their charity’s vision and mission at the start of every board meeting. This keeps trustees focused on making decisions which support the charity’s purpose.

Leaders need to invest in self care

Living through the pandemic can feel like being on a bumpy long-haul flight with no clear destination. With an uncertain winter ahead, leaders need to look after themselves if they’re going to take care of their teams and their organisations. Pacing ourselves is key.

‘[We] cannot help others if we do not care for ourselves. So, step away from the digital space. Close the laptop. Walk in nature. The next 12-18 months is going to be exacting and we need to ensure our “oxygen masks” are on so we can continue to help ours put on theirs.’

 

- Caron Bradshaw, CEO of CFG

Coronavirus has been called ‘the great reset’ of our society. This applies to leadership too. The insights which the leaders I have spoken to shared indicate that the pandemic is changing what we want from those in charge, and how they operate. Leadership is morphing into something more open, collaborative and agile. The COVID-19 crisis is an opportunity to rethink how we lead, and where we can democratise leadership so that those who have the digital skills to build a sustainable sector beyond the crisis are able to step up.