How to Make the Most of a Forced Time Out

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The Coronavirus is not the first crisis to be foisted upon us, and it won’t be the last. It’s wise to take time to reflect on how we are managing ourselves and our teams through this period of instability and uncertainty so we come out stronger when the upturn inevitably comes. 

In any situation, leaders are called on to deliver results by building a sense of purpose, inclusivity, trust and respect. Their communication skills set the tone for their stakeholders: employees, customers, and partners.

Leadership skills are even more critical in challenging times. People take cues from their leaders to see how they should respond and act. Are they staying calm and focused? Are they keeping everyone informed? Are they framing the challenges as opportunities? 

What To Do and What NOT To Do

We all give our best when we feel engaged, when we understand their team’s mission and how we directly connect to it, and when we feel like a valued and respected part of the organization. With these three foundational elements in mind, there are three key components of leadership to examine closely at this time:

  • Community

  • Planning

  • Communication

Strengthen Your Community 

A Few Dos

It’s especially important in a time of crisis to keep your connections strong. Investing time and energy in nurturing your communities is beneficial for you as well as for the other community members.

  • Stay connected. Reach out to others to check in and offer support. What can you share or  do to help someone in need?

  • Be a positive force in your community. While each crisis brings its own set of complications, each will be harder on some people than on others. What can you do or say to stay future-looking and keep your community focused on the good?

  • Take the opportunity to nurture relationships that may have faded. Whether text, email, or a phone call, it’s easier than ever to connect. Who should you call whom you may have neglected in the past?

What Not To Do

There are plenty of non-productive actions people take when they’re in their back-up mode which can result in negative short and long term consequences.

  • Don’t sow dissent in the community

  • Don’t seek opportunities for blame or shame

  • Don’t spread untruths, rumors, or innuendo throughout the community

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Plan for the Future

A Few Dos

Whether for your team, yourself, or both, take this time to either develop or examine your business plan. We know there will be an end to this crisis, so while many industries may be temporarily or permanently impacted, you will need to be prepared.

  • Set aside dedicated time to review your short and long term plans. What did you set out to accomplish this year, and what adjustments do you need to make? What’s working? What do you need to stop doing, start doing, or change?

  • Develop risk mitigation plans. The Coronavirus will likely impact both the supply and demand sides of your company and your prospects. In light of this, what are some potential impacts and how can you respond? What are other potential risks you might face, and what plans can you put in place now to improve your readiness and response time?

  • Reframe this challenging time as an opportunity to get innovative and creative. For example, what changes will you need to make, and what are the related investments, in order to be more future ready; crisis or not: Remote work? Digital marketing? What new services could you offer? 

What Not To Do

At the end of the day (or the crisis), the best prepared individuals and companies will be the most successful. Make sure you’re one of them, and not one of those to fall into destructive habits.

  • Don’t ignore the importance of planning. 

  • Don’t count on luck as your success strategy

  • Don’t get caught in the destructive, downward cycle and neglect looking forward

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Communicate, Communicate, Communicate

The biggest morale and productivity killer isn’t bad news, it’s uncertainty. Not knowing or not trusting opens the door for doubt, and people waste their finite and valuable energy on ruminations instead of using that time productively.

A Few Dos

  • Create a multi-pronged communication plan for all of your stakeholders: customers, employees, partners. Determine your key messages, the right frequency, and the best format. Perhaps it’s time to set up weekly All Hands calls for your employees. Or, what about a Top-to-Top executive mapping plan where your top executives call out to your customers’ top execs on a monthly basis. Get these on the calendar now.

  • Share what you know, what don’t you know, what you can say, and what you can’t. Your audiences need to know you’re being open and honest with them, and not hiding information. Give them a chance to ask questions, and listen to what they’re asking and telling you so you know how to adjust your communications going forward. If you don’t know an answer, tell them (and get back to them if you can), but don’t make up a response. The goal is to build trust and credibility.

  • Be mindful that people process setbacks differently, and are impacted by challenges in their own unique way. This calls for a respectful, kind, and empathetic tone in all of your communications. Make it a point to communicate with those you know are hardest hit by the crisis, and to show your appreciation, gratitude, and support. 

What Not To Do

At best, a poor communicator is ignored, and at worst, they sow doubt, uncertainty, and anxiety. Make sure you’re doing everything you can to avoid these communication pitfalls in times of crises.

  • Don’t put your head in the sand and think that by ignoring the situation it will go away. It won’t.

  • Don’t go quiet. Your stakeholders will read into what you’re not telling them.

  • Don’t assume everyone knows as much as you do. When you’ve communicated so much that your audience can finish your sentences, communicate one more time. You simply cannot over communicate, especially in trying times. 

Some of you and some of your customers and partners will be stretched to their physical, mental, and financial limits with this outbreak. Having been through seriously challenging times in the past, I know we are resilient and capable of picking ourselves back up. 

In some cases, it will be a matter of starting where we left off before we were all sent home. In others, the changes forced upon us will require us to reinvent who we are and what we do. 

But in all cases, I am confident that with a solid community, a solid plan, and solid communication skills we will collectively and individually emerge from this crisis stronger than ever.