COVID-19: Stepping up to the human aspect of the global crisis

The impact of the COVID-19 outbreak is being clearly felt. Stock markets have tumbled, businesses are closing and the economy faces its biggest challenge since the global financial crisis. For leaders everywhere, there is a growing realisation that we face a different kind of disruption over the months ahead. The Coronavirus is a sobering reminder to us all about the fragility of the world’s economy and that of the human experience. While leaders should be concerned with the impact that COVID-19 could have on their business, they also need to recognise that their employees will want them to step into the human aspect of this global crisis.

Today, we need our leaders to demonstrate the emotional intelligence they so often espouse as they lean into this unprecedented situation. So what can leaders do to step effectively into this very real global challenge?

1)  Be self-aware: Leaders need to be aware that, just as they are facing their own anxieties, their workforce will be turning to them for support. It’s important that they consider their own emotional state and how they want to show up for their employees and the wider business over the months ahead. Leaders should take time to actively reflect on questions like the following: what impact are my emotions having on my behaviour? What aspects of the business am I paying most and least attention to? Am I giving due consideration to the people impact of this crisis?

2) Leading with values: Many organisations have a core set of values and now is the time to use them. Leaders should role model the values and invite conversation about what for example, ‘mutual support,’ looks like in the context of the current crisis.

3)  Empathy and compassion: There is no doubt that many employees will be scared, uncertain and personally impacted by the crisis. When the UK Prime Minister, Boris Johnson, told a packed press conference that we should ‘expect to lose many more loved ones before their time,’ you could sense the collective fear. Leaders need to step into their employees shoes, many of who will have elderly parents or relatives with health concerns. They will need to promote workplace psychologically safety by sharing their own worries, inviting open conversation about fear and listening without judgement. Leaders should also familiarise themselves with any additional resources available to employees such as ‘Employee Assistance Programmes’ which can provide confidential support.

4)  Communication: Leaders need to step up to the mark and communicate often. Employees will want to know what steps the business is taking to keep them safe and how the business intends to respond in the face of government recommendations. Frequent updates are important to prevent unnecessary worry particularly in the face of sensationalist stories circulating in the media

5) Visibility: As more and more employees are required to self-isolate leaders will need to remain visible and in contact. Video conferencing, or video based messaging will be useful tools for leaders to update and remain connected to their teams and wider workforce. Q&A’s, general communications and crisis updates can also all be conducted by video to ensure employees understand what their leaders are doing in response to this once-in-a- generation challenge.