You Don’t Predict The Future, You Imagine It
You don’t predict the future, you imagine it.*
The challenge is, we didn’t imagine this. It didn’t seem possible.
Sure, we’ve thought through contingency plans for natural disasters, acts of terrorism or even recessions. But this world isn’t one we could imagine. Yet here we are, with unclear answers on how long this will last. This post includes questions to ask your team and practical and actionable tips for four key areas: mindset, strategy and priority planning, communicating and discussions.
Focus your mindset
This isn’t business as usual. Even if your team is used to working virtually, this situation is different. Kids are completing school from home. Normal routines and finances are disrupted. You likely have concern for those who have and may become ill.
Grace is needed for this time for yourself and your employees. Many are experiencing this time in waves. Some moments are OK, and some leave you feeling wiped out. Tensions are high and that impacts how people approach work. Don’t just launch into business. Start with the person first when interacting.
You may find any past development on leading through change coming up short for you right now. Most change models are based on one change that has an end. It doesn’t work when each day in the past week has been different.
Your employee’s mind is likely as tangled as a plate of spaghetti noodles. It’s hard for them to make sense of things and focus on what to do – because it’s too hard to ignore everything else. Your role as a leader is to help them make waffles: cut through the noise, focus on what they can and ignore the rest. Recognize this may need to be done frequently.
Most “Leadership during crisis” focuses on being present and visible. Being visible doesn’t mean micromanaging or checking up on employees. Or requiring everyone to work on camera all day through web conferencing. Connect with each employee. Together, define a frequency for checking in. Your goal is to help remove obstacles for the employee and focus them when necessary. Ask open-ended questions that for which you genuinely listen and don’t presume you know the answer:
What is going well?
What is challenging for you?
Are there any obstacles you need help with?
Are there any shifts you need to make to priorities?
What is one thing I don’t know but should?
Strategy & Priority Planning
People are looking for certainty. They want to know what they can count on or feel there are plans in place despite an uncertain situation. While we didn’t imagine the current circumstances, we can now imagine a different world. Team leaders at all levels should be thinking through plans for three different types of scenarios:
What if this is resolved in 3 week and we return to normal working routines?
What if this current reality continues for three months?
What if we are disrupted and have to follow some form of what we are experiencing today for the rest of the year (with a possible cycling on and off social distancing over the next several months to alleviate hospital burden)?
For each of these scenarios, consider:
What priorities shift?
What is stopped?
Where do responsibilities shift?
Are different teams/resources needed?
What support do you need?
What are the outstanding questions?
What could go wrong in each scenario we should watch for?
What are we not thinking about that we should be?
Where possible, engage your teams in the same discussions. Talk through the three scenarios. Enabling each person to discuss and provide input will help them navigate the change. Neurologically, talking through uncertainty and fears helps reduce our cortisol and allows us to feel lighter.
Recognize that people may have a question about if there will be layoffs and if they might lose their job
While you likely don’t have answers today, avoiding the topic will only negatively impact their trust towards you. Leverage prompts and questions like:
o Here is what I know…
o Here is what I don’t know…
o Here are the things I am watching for…
o Here is when and how I will keep you updated
o What are things that are helpful for you to know?
Move forward on the three-month strategy, with an eye towards the year-long strategy. That allows you to pivot in either direction if needed. Define how and when you will discuss plausibility of each scenario and a regular communication rhythm.
Communications
We filter all communications through a “What does this mean for me” lens.
Ask yourself:
What would employees want to know?
What questions do they have?
What do I want to make sure they know?
Be human and empathize. A great example of this is the recent video message by Arne Sorenson, Marriott CEO. Share stories of what you, team members, or customers are experiencing. Drop corporate speak, if you wouldn’t read it as an employee, don’t send it. Attention is precious commodity – don’t erode it with communications without value.
Don’t list company values with statements like “We are an organization that values transparency.” Demonstrate your values in your communication by being transparent.
When in doubt, have someone review your messages before you send them.
Discussions
Many Leaders are uncomfortable at entering conversations that they don’t know where they will go, particularly involving emotions. There is no script for this time and discussions are critical for navigating. Invite discussion so people feel comfortable raising concerns and considerations. Ask questions that allow people to feel safe to respond:
What am I missing? What hasn’t been considered? How might this go wrong?
This is a unique time. Changes may be needed to our approach. What changes do you feel we need to make?
Time is a limited resource – where might we need to shift priorities?
Where do you think we will experience delays? What recommendations do you have?
I want to simplify as much as possible, what should be stopped?
Don’t get defensive when someone shares a different perspective. That means they are comfortable disagreeing with you and safe enough to express that – which is a great thing! This is the time to invite constructive challenge to understand the mindsets of your employees and anything that may not be considered:
What would it look like if we disagreed with this?
Is there an alternative perspective we aren’t considering?
What are we not discussing that we should be?
Be aware of share of voice – no one person should be dominating, including yourself! Give each person a moment to silently reflect on their response to questions and then invite different perspectives. Extroverts tend to speak first. Help each person contribute equally by asking different people to share perspectives.
Struggling with how to move forward in this time, have a question or a requested topic? Please reach out and I will gladly provide suggestions.
***
Want to receive more articles like this one? Sign up for Brain Food here.
*The sentence is credited to Charlie Jane Anders, whom used the phrase in her talk at TED Women in December 2019.
