With the COVID 19 outbreak spreading across the globe, companies of all sizes and industries must grapple with one unexpected issue after another, from keeping employees safe to protecting businesses.
In the wake of COVID 19, the way we work has changed. It is hard for leaders to forecast what will come next in this period of global uncertainly. To succeed amidst coronavirus, organization need adaptive leaders with great experience in crisis management. We have seen in the past Crisis leadership is hard as fight or flight insticts kick in during an emergency. Stress shuts down the neocortex area of our brain, which is responsible for reasoning and problem solving. It become harder for leaders to exercise self control, while it becomes easier for them lapse into a negative mindset.
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The hallmark of resilient leadership is the ability to remain calm in stressful times, especially because uncertain employees will look up to their leaders for guidance. A key way that resilient leaders can alleviate employee concern is to calmly assure them. Agile leaders can relieve anxiety by affirming the message that “ We will get through this together” and convey confidence that the organization will move through the coronavirus to the next stage of recovery.
Leadership during the coronavirus crisis requires courage and confidence.
In the ordinary times, leaders are sometimes tasked with making courageous decisions and coming up with new solutions. But now, during the coronavirus crisis leadership mandates that executives and other leaders in the organization must take drastic actions and launch innovative ideas and without guarantee of success. The key role of a leader during the crisis is to be steady and pull the team together and to persist in the face of adversity. They should express confidence in positive outcome which is essential component of leadership during coronavirus. Leaders should rely on their experience and trust their instincts in trying circumstances. To come across as being in control of the situation, they should express confidence in a positive outcome which is essential component of leadership during the coronavirus.
Agile leadership principles strengthen leadership during coronavirus
Agile leaders know that a complex problem like COVID-19 requires a thoughtful approach. To get the response right, they need to slow down and determine when it’s best to pause and when it’s best to move forward. They have to decide how to keep the organization progressing, with an eye toward recovery, while keeping their employees afloat. They must find the courage required to deal with the immediate problems and anticipate those that may arise in the future. And they have to execute tough decisions while also being empathetic to the plight of their employees and their families. It’s a tough balance to strike—but one that is critical to survival and to leading during coronavirus
Adaptive leadership improves organizations ability to lead through COVID-19
Organizations need strong, adaptive leadership and business strategies to not just survive coronavirus, but prepare their organizations for recovery when it comes. When everything feels out of control, leaders instinctively try to take control of everything they can. But adaptive leaders who take steps to adjust—both themselves and their organization—to the new reality put themselves in the best position to pivot as they move forward
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Leadrship during the coronavirus means that leaders must also frequently and authentically. Communication is vital to crisis leadership; any vacuum left by silence will be filled by rumors from people who are, understandably, anxious. But every communication from the top must be genuine. CEOs and executives must tell the real, informed story about what is happening; they must face the world as it is, not how they wish it to be. Leaders must share news—good and bad—with clarity and honesty. The goal is to offer people a balanced perspective, informed by optimism yet grounded by reality.
Resilient leadership helps teams move forward by empowering them to make decisions in line with their organization’s purpose and commitment. Because their leaders have shared the organization’s values and goals, individuals have the clarity and guidelines necessary to make sound decisions on their own—and quickly. While clear communication doesn’t lessen the risk of the coronavirus, it does offer clarity and accountabilities, allowing people to take steps to position