The work environment has changed dramatically over the last 18 months, and although we are on a path to recovery, returning to the workplace promises to be an ongoing journey with many unknowns. With the recent uptick in COVID numbers, leaders are facing mounting uncertainty as concerns surrounding new variants, breakthrough infections, and the impact of potential quarantine measures on their people and organizations continue to grow.

While several companies welcomed employees back in some capacity this summer, others anticipated a return to “normal” operating model by early September. Now amid the Delta surge, many more are revisiting earlier plans and making the decision to delay reopening targets until 2022. Regardless of where your organization is today, the following offers practical considerations and leadership actions to help navigate the challenges of the return-to-work transition successfully.

---

Understand and Respond to Employee Preferences and Concerns
Gartner research shows that 75 percent of hybrid or remote employees say their expectations for working flexibly have increased, and four out of ten are at risk of leaving if an in-person return to work is mandated. A recent survey of 500 global CEOs, however, found that a large majority of executives worldwide remain apprehensive about a fully remote workforce and only 30 percent are considering a hybrid model. While conducted before the sudden rise of the Delta variant, the research reveals the inclination of many companies to have most staff return to the office once the health crisis subsides. Findings like these highlight an emerging gap between employee voices and employer preferences and underscore the critical need for feedback loops in developing future work plans.

What’s at Risk? Establishing policies and plans without listening to employee concerns—whether about work preferences or health and overall safety—may lead to decreased levels of morale, withdrawal, reduced productivity, and increased turnover at a time when retention is critical.

Quick-Hit Actions:

• • At this point, you may have solicited early feedback from employees. If not, now is the time to conduct a survey to gauge how team members are feeling about the transition, measure readiness, identify concerns and potential challenges. If possible, use an anonymous survey and allow for candid comments and suggestions to help inform evolving workplace practices and policies, work arrangements, employee benefits and support.

• • Beyond an initial return-to-work survey, demonstrate to employees that their feelings and opinions are valued and respected by facilitating frequent pulse surveys and establishing feedback channels to understand and discuss what’s working well, what can be improved, and how team members are faring mentally and physically. Model an agile mindset and remind your people of the need to remain flexible as the organization tests, learns, and adapts to changes along the way.

• • Hold focus groups to open dialogue about shared questions and concerns across teams. Bring differing opinions and assumptions to the surface and encourage people to authentically express their emotions—both positive and negative—to understand where teams are collectively.

• • Help employees feel heard by acknowledging and responding to their concerns in a timely and sensitive manner. For example, if several team members express worries about physical health and safety, help them understand what the organization is doing to make the workplace safe and/or commit to lobbying for additional precautions to ease anxiety.

Provide Individualized Support for Changing Circumstances and Needs
The pandemic has been and continues to be especially challenging for certain employees such as immunocompromised team members and those living with and/or caring for high-risk family members. Working parents have had a particularly difficult time managing through the crisis. Unbalanced responsibilities at home due to the shutdown of schools and daycare centers drove women to leave the workforce at an alarming rate—nearly 2.4 million between February 2020 and February 2021, according to the Bureau of Labor Statistics. And now, as the threat of the Delta variant grows, mothers and fathers of children not yet eligible for vaccination grapple with protecting their households in the months ahead.

What’s at Risk? Failure to acknowledge and accommodate individual and changing needs of employees uniquely impacted by the pandemic may diminish physical and mental well-being, trust in leadership, and performance overall—not to mention, force diverse and valued team members to seek employment elsewhere.

Quick-Hit Actions:

• • Check in with your people and be conscious of the added burden some individuals are carrying.

• • As school resumes, working parents may be concerned about evolving policies and procedures for keeping both vaccinated and unvaccinated children safe, as well as how they will handle quarantining requirements for COVID exposures. Ask how they are coping and how you can best support them to be effective in their roles.

• • Work with employees to jointly set realistic expectations for managing responsibilities and consider establishing an agreed-upon nonstandard work schedule if needed to help them achieve a better balance. Be flexible and open-minded about how paid time off (PTO) is used; employees may need fewer “vacation days” and more “personal days” than they did before.

• • Share updates on available employee assistance programs and the full range of benefits available such as paid sick and/or extended family and medical leave policies, increased access to mental health support, monthly child/elder care stipends, flexible work arrangements, etc.

• • Continue to pay extra attention to these “at-risk” populations, responding to evolving needs, preferences, and circumstances empathetically. Signal to employees that you can relate—e.g., “I am a parent too.”— and work to maintain the levels of sensitivity and flexibility needed to help employees weather ongoing change.

Ensure Alignment and Visible Commitment to New Ways of Working
As with any large-scale change, organizational alignment and effective communication are crucial to the adoption of new return-to-office policies. As the workplace is redefined and the “rules” of work continue to evolve, leaders must be on the same page, communicating the “why” behind changes in how the business operates and serving as visible champions of new ways of working to foster acceptance and commitment across the organization.

What’s at Risk? Conflicting leadership messages and behaviors may cause confusion and fuel skepticism, weaken confidence in organizational vision and direction, and create barriers to achieving a smooth transition and post-pandemic success.

Quick-Hit Actions:

• • As plans continue to evolve, ensure alignment at every turn, and provide frequent, transparent communication to bring employees along in understanding what the future of work looks like for their organization.

• • In setting expectations with team members, link work and policy changes to the company’s purpose and vision and provide the rationale behind critical decisions to encourage “buy-in” for return plans.

• • Tailor employee communication to be relevant to various levels and roles—framing messages to focus on what team members and the broader organization will gain from the transition.

• • Highlight repeatedly the individual, team, and organizational benefits realized from implementing new policies to fortify adoption and sustain change.

• • Carve out time for ongoing dialogue and active listening to proactively address employee questions and concerns that surface throughout the transition.

Clarify and Reclarify Priorities and Expectations
The uncertainty stemming from changing work environments, practices, and working relationships is not only uncomfortable for employees but incredibly distracting. While workplace disruption is nothing new, the pace and scale continue to cause many people to feel overwhelmed and anxious about their future. Clarity around roles, work priorities, and performance targets can help to mitigate ongoing turmoil and keep team members aligned, focused, and productive in the months ahead.

What’s at risk? Understanding of roles and shared goals can strengthen relationships and trust among colleagues as well as provide a sense of purpose and belonging. Lack of clarity and direction, however, can fuel stress, burnout, feelings of isolation, and decreased levels of job satisfaction and commitment.

Quick-Hit Actions:

• • Regularly confirm priorities and changes to drive individual and team alignment throughout the transition.

• • Clearly define team members’ roles and responsibilities and create a connection between their contributions and the goals of the organization.

• • Enlist the right resources in the right activities based upon capabilities, interests, and development goals—proactively setting and resetting expectations for performance as needed.

• • Provide context for assignments and success metrics so that the rationale behind the work is understood along with how performance will be measured.

• • View ongoing communication and timely feedback not only as an opportunity to positively challenge and develop team members but also to deepen connections and build trust with employees.

• • Consistently reinforce shared values and purpose and remind team members of their vital role in achieving business results.

• • With fewer informal touchpoints, be mindful and deliberate about recognizing individual and team achievements. Set and celebrate the accomplishment of “mini milestones” as well as larger goals, being careful to focus on outcomes—not where, when, or how they were achieved.

Cultivate Positive Team Dynamics and Overall Effectiveness
There is no one-size-fits-all approach to this new phase of work. Whether in person, remote, or a hybrid of the two, there are complexities that come with managing teams in the current landscape. While leaders can’t control the unconscious, psychological factors influencing collective behavior and performance, they can cultivate the supportive group dynamics needed to stay connected and productive in the wake of continuing change.

What’s at Risk? Positive dynamics foster trust and respect, reducing opportunities for friction and unproductive conflict among employees. Further, they promote a sense of shared accountability and commitment to organizational success. When team dynamics are poor, the cost can be high in terms of diminished worker well-being and effectiveness, group collaboration, creativity, and innovation—all of which impact the bottom line.

Quick-Hit Actions:

• • Bring employees together to co-create the way forward and redefine productivity. Discuss and align around how team members will interact, communicate, and work together, as well as what great performance looks like and how the team can fuel it.

• • Understand that remote work can make some team members feel isolated and even invisible. Build inclusion and connection by ensuring everyone—remote and not—has equal opportunity to participate in team meetings and feel heard, and that no one feels excluded from decision-making or creative processes.

• • Make intentional communication a daily practice; engaging with employees is not simply about “checking in” but about deepening personal connections. Meet team members where they are, regularly asking questions, listening, and creating conditions to support the diverse needs of employees and enable their best work.

• • Normalize different working arrangements by openly discussing them and setting clear expectations to avoid misunderstanding and built-up resentment. Continue to involve the team in balancing individual and group needs; commitment to solutions will be stronger if employees feel they had a role in shaping them.

• • Allow time and space for team members to acknowledge difficulties in adapting to new ways of working and create opportunities to share learning and collectively brainstorm improvements that can be made.

• • Acknowledge wins—big and small—to underscore what is valued. High-performing teams are forged in recognition-rich environments and pausing to celebrate progress amid ongoing transition will only help to strengthen connection and forward momentum.

Promote Psychological Safety Alongside Physical Safety
The events of 2020 proved just how complicated and stressful workplace transitions can be. Emotional and mental distress among employees has grown significantly over the course of the pandemic, and a real risk exists that evolving work expectations and experiences will spur another wave of anxiety. A recent Gartner study found that employers who demonstrate support for employees’ whole lives—not just their work lives—realize a 21 percent increase in the number of high performers compared to organizations that don’t. Prioritizing and promoting psychological safety alongside physical safety will require continual focus and effort, but the more comfortable and cared for employees feel, the more engaged and productive they will be.

What’s at risk? The absence of psychological safety at work hinders one’s ability to connect with others in a genuine way, openly ask questions, share opinions, express personal needs, and ask for help. When employees hold back in fear of being judged, rejected, or losing their job, they cannot do their best work. When they feel safe, however, research shows a tendency to be open-minded, adaptable in the face of change, and motivated to commit to the cause of the organization.

Quick-Hit Actions:

• • Bring your team together to discuss the importance of psychological safety at work—how it contributes to creating a climate of trust and respect and, in turn, serves the team and broader business by facilitating divergent thinking, creativity, collaboration, and innovation.

• • Establish and routinely underline ground rules for team member interactions, creating an inclusive space where all colleagues can speak candidly without interruption and mistakes can be examined without placing blame.

• • Invite courageous conversations, setting clear expectations for participation, and sharing what’s on the line for the organization if team members fail to ask questions, offer perspective, and/or respectfully challenge opinions.

• • Promote a growth mindset among team members by responding productively to reasonable risk-taking and encouraging learning from setbacks, acknowledging that there will be several as both the team and organization experiment with new ways of working.

• • Model the way and make it easier for employees to demonstrate candor and vulnerability by proactively seeking feedback, admitting that you do not have all the answers, and sharing concerns relevant to changing work norms and personal challenges as you face them. When you open up, you set the tone for honest communication and empathetic listening and inspire team members to do the same.

---

DCG’s purpose—and promise—has always been to help leaders lead change, and it drives us now more than ever to support our colleagues, clients, partners, and friends in enabling a successful workplace transition, be it to a fully in-person, remote, or hybrid model.

Our specialized training and experience enable us to help our clients align and engage employees, forge emotional connections, and achieve new levels of clarity and performance. We know how to bridge the gap between where an organization is today and where it needs to be, equipping people with the knowledge and tools to behave in new and different ways critical to business success.

Specifically, we provide support to organizations navigating the return-to-work transition by:

• • Creating a shared vision for the “future of work” among leadership that resonates with employees.

• • Evaluating organizational design and developing plans to facilitate changes in roles, responsibilities, reporting relationships, and structure to support and enable new ways of working.

• • Assessing the impact of workplace changes on employees and developing a strategy to address resistance to evolving work policies and practices where necessary.

• • Developing a communications campaign to create understanding, inspire action, and strengthen commitment amid lingering uncertainty.

• • Designing customized training programs to ensure employees have the tools, knowledge, and capabilities needed to succeed in their changing environment.

• • Monitoring interdependencies, sequencing of change activities, allocation of resources, and management of issues and risks throughout the transition.

• • Outlining a plan to sustain new behaviors and measure ongoing performance as individuals and teams move through change.

• • Delivering tailored learning programs to improve leaders’ ability to lead change, focusing on building relationships and trust, managing conflict, improving communication, and motivating performance.

Our team is with you on this journey, and we are here to help.

The events of 2020 taught us a great deal about our organizations, our people, and ourselves, and provided invaluable lessons to shape how we lead today and prepare our companies to emerge stronger and better equipped to confront future challenges. Ongoing reflection will enable us to carry learning forward and hone our leadership to unleash winning teams and catalyze innovation and growth beyond the crisis. The following actionable insights can help all of us in rethinking our role and reimagining our way of working.

Modeling Adaptability and Agility:  Adaptable, agile leaders recognize that where there is change, there is an opportunity for collaboration, discovery, and value creation. Continually testing assumptions and assessing decision-making processes and outcomes, individuals exhibiting this flexible leadership style accept that change is the only constant and subscribe to an iterative strategy—creating a safe space for their teams to readily shift priorities and experiment in the wake of disruption.

The challenges of this past year highlighted the importance of adaptability and agility in particularly vivid ways, and the ability of organizations to transcend turbulence will continue to hinge on the capacity and willingness of leaders to model these critical skills. To promote adaptability and agility within your organization, start by clearing away blame and bureaucracy to respond to issues and opportunities quickly. Cultivate an environment where curiosity and innovation flourish by encouraging smart failure and rapid recovery. Foster a culture of real-time learning and empower your teams to adjust strategic imperatives and realign goals as needed to effectively advance your organization and grow sustainably in the new normal.

Communicating with Transparency to Build Trust:  A recent study surveyed more than 25,000 employees globally to understand engagement, resilience, and the impact of the pandemic on the workplace in 2020. Among many findings, the ADP Research Institute revealed that the most powerful driver of both engagement and resilience is trust and that employees are better able to withstand workplace disruption when leaders provide straightforward and honest communication.

Ensuring transparency and regularly informing employees of organizational challenges, business stability, and the “why” behind critical decisions helps foster the understanding needed to overcome fear, adapt to changing circumstances, and move forward. As we continue to navigate this new world together, connect regularly with team members to ask questions, listen, validate where employees are and what they need, and respond in a meaningful way. Focus on opening an authentic dialogue—not on having all the answers—and keeping the conversation going. Doing so will strengthen trust among your employees, and in turn, boost engagement and resilience in the critical months ahead.

Embracing Soft Skills:  There is nothing “soft” about the skills needed to lead people effectively through change and uncertainty. Soft skills—such as listening, building cooperative relationships, problem solving, and communicating effectively—have proven to be key in engaging remote teams and guiding employees through the corresponding shift in how team members connect and work together. Burnout is real from the prolonged stress of the pandemic, lost sense of control, and need to continually adapt to ever-evolving circumstances. Re-energizing and refocusing employees to stay the course will continue to require a high degree of sensitivity and emotional intelligence.

While empathy has always been essential in leadership, it has taken on greater meaning today as we continue to manage through the deeply felt and lasting impacts of COVID-19. Be forever mindful of the human side of change and emotion involved; embrace vulnerability and compassion as signs of strength, not weakness. Check in frequently: seek to understand team member perspectives and show genuine care and respect for their feelings. Relationships grow stronger when people feel heard, understood, and supported—so, too, do employee loyalty and performance.

Adopting a Flexible Approach to Planning and Execution:  Leadership in uncertain times is about progress—not perfection—and having the courage to make bold decisions with limited information. Strategic planning in our current environment is a continuous learning activity where plans are regularly reassessed against short-term performance metrics and refined based upon results achieved.

Adopting a flexible approach to planning and execution has enabled leaders to respond quickly to new information and developing events as they happen and identify opportunities and immediate actions required for success now and longer term as they envision post-pandemic recovery and growth. As we continue to operate with imperfect information and multiple unknowns, draw upon the collective knowledge and experience of those around you and empower your people to make quick decisions and innovate, unleashing their creativity and channeling their energy where it matters most.

Creating a Compelling Narrative of the Future:  Inspiring and mobilizing action through enduring disruption and ambiguity requires leaders to serve as a stabilizing force—providing realistic direction, aligning team focus, and rallying workers to adapt and thrive in a shifting landscape. Among many valuable lessons, the pandemic highlighted the critical importance of “owning the narrative” from the onset of crisis and employing authentic and inspirational communication to articulate a compelling vision offering hope and a path forward.

The continual reset of priorities and redirection of resources throughout recovery will provide ongoing opportunities for us to engage and deepen connections with our employees. Continue to be transparent about current realities and the unknown but be intentional about drawing employee focus to organizational strengths, post-pandemic renewal, and progress being made. Reinforce shared values and purpose at every turn and remind team members of their vital role in shaping a better future.

Which mindsets and behaviors served you, your team, and your organization well throughout 2020? What leadership deficits surfaced during this time? How would aligning leadership development with current and anticipated business needs better equip your organization to navigate future disruption and change?

---

DCG’s purpose—and promise—has always been to help leaders lead change, and it drives us now more than ever to support our colleagues, clients, partners, and friends in managing through the residual impacts of the COVID-19 pandemic. Our team is with you on this journey, and we are here to help.

Each day of this enduring crisis brings new challenges and opportunities requiring compassion, collaboration, and grit to forge ahead. As many of us have come to understand, navigating the complexities of the COVID landscape requires doing more than helping our organizations “weather the storm.” To inspire and mobilize action through what feels like a perpetual state of uncertainty, leaders must serve as a stabilizing force—providing realistic direction, aligning team focus, drawing on the collective intelligence and experience of employees, and rallying workers to adapt and thrive in a shifting reality.

How can leaders chart a course and sustain momentum in such a fluid environment? Start by getting ahead of changing circumstances. Envision success and the immediate steps to drive quickly and decisively toward it. Continually assess and ruthlessly prioritize the most critical work of your organization and move people forward with a discrete set of priorities—engaging the right resources in the right activities. Regularly check your horizon and demonstrate agility since you will need your team to do the same, embracing trust and resetting expectations along the way. Communicate plans and course corrections honestly and in a way that resonates at a rational and emotional level. Be adaptable and open to new opportunities, making strategic choices with a clear understanding of tradeoffs for your team and organization.

With 2021 approaching, are you balancing near- and long-term planning, carefully articulating criteria, assumptions, and contingencies? Are you setting and resetting expectations with others, clearly defining their roles? How are you engaging with your teams in the “new normal”?

Promoting a Culture of Accountability

The best of us make a personal choice to rise above current circumstances and take ownership of achieving key results amid continuing change, fully understanding that many factors are outside of our control. Modeling this mindset and the following behaviors with our employees can help to promote a culture of accountability resulting in greater cohesion, commitment, and action toward realizing critical milestones along the path to recovery and beyond.

Driving engagement and high performance in our current state requires facilitating a shift away from limiting beliefs and actions that can hinder success, e.g., blame, denial, and an attitude of “wait and see.” An accountable culture promotes confidence and autonomy, and with greater clarity and control, employees are better equipped to see beyond problems to focus on solutions and what they can do. Research has shown that organizations with a highly accountable workforce see roughly an 86% increase in innovation and 90% faster execution than organizations with low levels of accountability.  Start to create greater accountability for results by reframing current narratives and providing experiences to help your people think more positively and productively about their daily work.

Communicate what is valued most at this time—not only desired outcomes but the beliefs that will help drive the organization forward. More importantly, model the way and reward those on your team for doing the same. Whether you realize it or not, each interaction you have with others in your organization creates experiences that either foster or undermine desired beliefs, behaviors, and outcomes.

Guiding organizations through the residual disruption and ambiguity of the pandemic will require a continual reset of priorities and redirection of resources. Leaders who paint a compelling picture of success and engage the hearts and minds of employees through meaningful experiences along the way will provide the clarity, purpose, and positive accountability needed to achieve the promise of their business plans.

What beliefs must you and your organization hold to achieve key results? Are the daily experiences you are creating fostering or undermining desired beliefs and behaviors? As a leader, are you modeling a mindset of positive accountability and supporting your team in developing and demonstrating the same?

---

This is the fourth and final article in a series derived from the Leading in Times of Crisis workshops delivered pro bono to support our executive network in navigating the uncertainty and change brought about by the coronavirus pandemic. See previous articles on balancing a new set of success metrics, modeling self-care and resilience, and compassionate, courageous leadership.

DCG’s purpose—and promise—has always been to help leaders lead change, and it drives us now more than ever to support our colleagues, clients, partners, and friends in managing through the continuing impacts of COVID-19. Our team is with you on this journey, and we are here to help.

Right now, many organizations are planning for re-entry, some even navigating a slow return to pre-COVID environments and routines. Leaders are reimagining the future of work while still responding to present organizational demands and opportunities. As we hover between what was and will be, we are reminded of the journey ahead and the resilience needed to effectively support and lead our people through this ongoing crisis.

Tapping into our emotional intelligence to inform our decision-making and regulate how we respond to our own and others’ needs along the way is vital to ensuring our organizations emerge from this pandemic stronger than before. While self-care at this time might feel self-indulgent, it is critical to caring for and leading others. We have an obligation to display through our own behavior and interactions how we are keeping ourselves whole, balanced, and resilient in order to give our people permission to prioritize what they need to meet the challenges at hand.

What does self-care look like for leaders amid COVID? Make time for what “fuels you.” Regularly pause to clear your head, reflect, and understand what you need in the moment. Accept that in this time of great uncertainty you will not have all the answers, and this is okay. Regularly seek connection with peer leaders and lean on trusted advisors for guidance and support.

As a leader, are you present and aware of where you are emotionally and what you need to support yourself? Are you proactively caring for yourself or reacting moment to moment? Do you have a support system and trusted advisors in place?

In addition to practicing self-care, we can focus on equipping ourselves with the psychological skills necessary to forge ahead and lessen the continuing impacts of the pandemic. Pioneer of positive psychology, Dr. Martin Seligman, asserts that mindset is the key to cultivating resilience and even achieving post-traumatic growth—moving beyond recovery to adapting and innovating. While several factors contribute to resilience, the ability to draw on mental and emotional reserves to recover quickly and flourish in the wake of adversity is essential.

This “mental toughness” can be developed through a variety of practices including mindfulness and self-regulation to fundamentally shift the way we relate to our thoughts and feelings and improve our ability to respond under pressure. Promoting resilient thinking in ourselves and others can help to minimize catastrophic notions and see choices, opportunities, and solutions versus problems. Highlighting signature strengths within yourself and your people and how they can be honed and applied in new ways can help teams adapt to adversity and facilitate progress. In addition to ongoing, positive communication and engagement with our people, employing authentic and inspirational communication to articulate a compelling vision offering direction and hope can help to strengthen organizational trust, relationships, and commitment to shaping a better future.

Our mindset has the power to determine how we perceive and emotionally respond to crisis. While fear, denial, and blame can hinder our ability to move forward, shifting our thinking to recall successes, consider new possibilities, and reflect on the collective resources and capabilities of our people and organizations can boost our own resilience and rally our teams. Start by creating a narrative for your organization in which this time is seen as a fork in the road, and challenge your people to do more than endure this crisis but embrace the opportunity to discover new strengths and thrive.

Are you modeling a resilient mindset in the “moments that matter”? How are you supporting your people in building this skill?

---

We recently volunteered our time to host a series of Leading in Times of Crisis workshops to support our executive network in navigating the uncertainty and change brought about by the coronavirus pandemic. This is the third in a sequence of articles derived from the workshop offering change expertise and resources to help equip leaders at all levels to lead their people through this crisis successfully. See our previous article on compassionate, courageous leadership.

DCG’s purpose—and promise—has always been to help leaders lead change, and it drives us now more than ever to support our colleagues, clients, partners, and friends in managing through the impacts of COVID-19. Our team is with you on this journey, and we are here to help.

These past few months have taken an emotional and psychological toll requiring greater empathy and support from leaders than ever warranted in the past. To inspire and mobilize our people in these increasingly challenging times, we must seek to understand our employees’ perspectives and show genuine care and respect for their feelings. What team members need right now are leaders with the compassion and courage to lead from the head and heart, empathetic leaders who can create the psychological safety necessary to work through unspoken concerns and open a dialogue that reins in employee fears, promotes optimism, and rallies their people’s best thinking to forge ahead.

Empathy is the capacity to understand the emotions and perspectives of others. Truly empathizing, or “feeling with people,” can be difficult because it requires us to connect with something inside of ourselves that “knows the feeling” described by another. Empathetic leaders make the vulnerable choice to tap into their own emotions to understand and authentically engage with their people. They ask questions, listen, and validate where their team members are and what they need—and they respond in a meaningful way to help them move forward.

While a “soft” skill, numerous studies draw a hard connection between empathetic leadership and increased levels of loyalty, engagement, and performance. Trust and relationships deepen when employees feel heard, understood and supported, leading to greater collaboration, innovation and productivity—especially in times of crisis. While empathy comes naturally to some, others need to cultivate this essential leadership skill.

Becoming an empathetic leader requires:

• • Actively listening with care and focus, holding time and space for all that needs to be shared
  • Looking beyond your point of view to consider the perspectives of others
  • Recognizing and accepting others’ feelings
  • Assuming positive intent and refraining from judgment
  • Modeling self-awareness and vulnerability, openly acknowledging and voicing personal feelings and needs with clarity and compassion
  • Frequently checking in with employees, meeting individuals where they are emotionally, and offering encouragement

Unsure of where to begin? Start by asking questions, demonstrating patience, curiosity, and a willingness to listen with an open mind. The desire and capacity to truly listen with intent are what set empathetic leaders apart.

Practicing Active Listening:

• • Focus only on what the other person is saying—not on what you are going to say next
  • Be fully present, avoiding distractions and multitasking
  • Observe nonverbal cues (facial expressions and body language) and control your own so as not to inadvertently send the wrong message—especially in today’s remote work environment, use video conferencing to connect whenever possible
  • Validate understanding by asking clarifying questions and summarizing what was heard

The scale and complexity of our crisis landscape will continue to pressure-test leaders and organizational cultures. While the disruption and uncertainty forced upon us by the coronavirus pandemic and the consequences of recent tragic events cannot be changed, we do have a choice in how we respond. Seizing everyday opportunities to practice empathy and lead employees forward with humanity will position us all to emerge from this shared experience stronger than before.

Do you have a solid understanding of where your team members are emotionally and what they need from you today? Do you regularly check in to listen, offer encouragement, and provide the support to help them move forward? Are you honest, transparent, and caring in your communications?

---

We recently volunteered our time to host a series of Leading in Times of Crisis workshops to support our executive network in navigating the uncertainty and change brought about by the coronavirus pandemic. This is the second in a sequence of articles derived from the workshop offering change expertise and resources to help equip leaders at all levels to lead their people through this crisis successfully. See our initial article on three success metrics leaders must work to balance now.

DCG’s purpose—and promise—has always been to help leaders lead change, and it drives us now more than ever to support our colleagues, clients, partners, and friends in managing through the impacts of COVID-19. Our team is with you on this journey, and we are here to help.

The spread of COVID-19 has forced unmatched levels of change and uncertainty upon us and taken an emotional toll impacting our daily ability to focus and function.  Leaders successfully navigating this crisis with their people are regularly pausing to acknowledge and respond to both their own emotions as well as employees’ feelings of anxiety, fear, and grief in order to effectively move their teams forward.

Our adaptation of the Change Curve, informed by the research of Elrod and Tippett, illustrates the emotional journey typically experienced in times of disruption as well as the magnitude and range of emotions felt as individuals come to terms with change. Although there is a progression from left to right, it is important to understand that responses are not always linear and that it is common to move back and forth along the curve—especially in times of crisis, as change rapidly unfolds. Leaders often feel a responsibility to respond with courage, optimism, and an unmistakable calm, driving toward Acceptance and Commitment as quickly as possible in order to best support their teams. This is not always possible—nor is it a realistic expectation. Leaders are prone to the same emotions as everyone else; acknowledging and owning these feelings in ourselves and identifying and honoring them in others are key to helping us move past them.

Examining our leadership role in the context of the COVID-19 crisis has surfaced a new set of success metrics that must be balanced to effectively navigate this change and achieve sustainable results. Conducting a weekly leadership “pulse check,” we can monitor how we are doing against the following:

1. 1. Supporting Self
   2. Supporting and Inspiring Others
   3. Setting Direction and Mobilizing Action

Supporting Self:  Protecting the physical and mental health, safety, and well-being of employees throughout this crisis requires leaders to prioritize and model self-care. Tapping into our emotional intelligence to inform our decision-making and regulate how we respond to our own and others’ needs is vital to ensuring our organizations emerge from this pandemic stronger than before. While self-care at this time might feel self-indulgent, it is critical to caring for and leading others. We have an obligation to display through our own behavior and interactions how we are keeping ourselves whole, balanced, and resilient in order to give our people permission to prioritize what they need to meet the challenges at hand.

What does self-care look like for leaders amid COVID? Make time for what “fuels you.” Regularly pause to clear your head, reflect, and understand what you need in the moment. Accept that in this time of great uncertainty you will not have all the answers, and this is okay. Regularly seek connection with peer leaders and lean on trusted advisors for guidance and support.

As a leader, are you present and aware of where you are emotionally and what you need to support yourself? Are you proactively caring for yourself or reacting moment to moment? Do you have a support system and trusted advisors in place?

Supporting and Inspiring Others:  Inspiring and mobilizing people in times of crisis requires leading from the head and heart. Seeking to understand our peoples’ perspectives and showing genuine care for their feelings creates the psychological safety needed to work through unspoken concerns. Modeling honesty, vulnerability, and empathy sets the tone for our teams and can open a dialogue that reins in employee fears, promotes optimism, and rallies their best thinking.

If you are unsure of where to begin, start by asking questions, demonstrating patience, curiosity, and a willingness to listen with an open mind. Frequently check in and validate where others are on the emotional change curve, meeting each employee where they are, and offering encouragement. Architect social support and connection by assigning “buddies” within teams, conducting regular team huddles, and one-on-ones. Ensure time spent with team members addresses topics such as well-being, capacity, new ways of working, and key priorities enabling a path forward. Follow up regularly; team members feeling okay today might not feel the same tomorrow.

Do you have a solid understanding of where your team members are on the change curve and what they need from you today? Do you regularly check in to offer encouragement and provide the support to help them move forward? Are you honest, transparent, and caring in your communications?

Setting Direction and Mobilizing Action:  An enduring crisis such as this will require all of us—leaders and team members—to show up stronger, longer. This is a marathon, not a sprint, and each day will bring new challenges and opportunities requiring compassion and collaboration to sustain. The most effective leaders will have the connection and understanding to draw out the strength of their people in new ways and create a way forward that employees will feel they can both contribute and commit to.

Begin by assessing and identifying critical work at this moment in time and engaging the right people in the right activities.  Check your horizon and model agility with your team since you will require the same from them, resetting expectations along the way. Communicate plans honestly and in a way that resonates at a rational and emotional level. Be adaptable and open to new opportunities, making strategic choices with a clear understanding of tradeoffs for your team and organization.

Are you balancing near- and long-term planning, carefully articulating criteria, assumptions, and contingencies? Do you set and reset expectations with others, clearly defining their role? How are you engaging your teams in preparing for the “new normal”?

---

We recently volunteered our time to host a series of Leading in Times of Crisis workshops to support our executive network in navigating the change and uncertainty brought about by the coronavirus pandemic. This is the first in a sequence of articles derived from the workshop offering change expertise and resources to help equip leaders at all levels to lead their people through this crisis successfully.

DCG’s purpose—and promise—has always been to help leaders lead change, and it drives us now more than ever to support our colleagues, clients, partners, and friends in managing through the impacts of COVID-19. Our team is with you on this journey, and we are here to help.

Our team recognizes that the community of leaders we serve is being tested like never before; the spread of COVID-19 is profoundly impacting people, businesses, and institutions across the globe.  The speed of this ever-evolving situation coupled with the need for decisive action, despite the weight of pivotal decisions and acute uncertainty, make for unprecedented human and organizational challenges.

We are aware that leaders are struggling to instill confidence in employees, provide a sense of security in their organizations, and manage changes in day-to-day operations, all while sustaining momentum and a forward focus on strategic initiatives.  In service to one another and to our clients, we gathered virtually to connect and share valuable experiences and insights offering guidance to help not only our own team but the leaders we support, as we journey through this crisis together; here are the takeaways that rose to the top.

Leverage communication to strengthen organizational trust and lead people forward. The 2020 Edelman Trust Barometer Special Report on COVID-19 highlighted findings that “my employer” was the most trusted institution/source for coronavirus-related communication over business in general, NGOs, government, and media. Regarding the most trusted spokespeople, the CEO of “my employer” came in at 54 percent, squarely in the middle of the ranking among scientists, medical professionals, WHO and CDC officials, government officials, journalists, and “a person like yourself.”  What an extraordinary responsibility and opportunity!  Key implications for leaders?  Be proactive and over-communicate, sharing accurate and reliable information in a timely manner.  Be as “visible” and accessible as possible, leveraging technology to connect with dispersed and remote employees.  Adopt a transparent approach—treating employees as respected business partners—and share the “why” behind critical decisions.  Be vulnerable and admit missteps, taking accountability, and setting expectations for course correction.  Focus on opening up a dialogue—not on having all the answers—and keeping the conversation going.

Anchor your response to your company’s purpose and values. There is great power in purpose; it matters to us because as human beings we have an innate desire to belong and contribute to something bigger than ourselves.  Aligning employees with purpose—especially in turbulent times—inspires commitment and motivates performance. Values create meaningful touchpoints within your organization; shine a light on values-based decision making and values in action across the organization as well as outside the company as care for employees, customers, partners, communities, and others is demonstrated.  Identification with company purpose and values builds community, strengthens loyalty, and yields powerful outcomes.  Reputation, after all, is built from the inside out.

Practice empathy. Be mindful of the human side of change and the emotion involved. Future expectations have been disrupted, a sense of control has been lost, the ability to process a lot of information in a short period of time has been compromised.  Many people are being asked to change their behavior in drastic ways, and not just at work, but at home and in their communities.  Check in regularly with employees and ask how they are doing, how their family is faring.  Listen for understanding, and offer genuine care and support.  Use this time to strengthen relationships with your people.

Model the way. Employees will take a cue from leadership on how to feel and respond. Leaders exhibiting a calm, focused mindset and a sense of control will help their people to display the same. A hallmark of a crisis is its nature to change quickly. Leaders must demonstrate agility and adaptive behavior in their decision making and actions, as the current environment will require this behavior from people across the organization.

Plan for the future.  Be clear about the here and now, but point to organizational strengths, opportunities for collaboration, progress being made, and a vision for the future. Envision success and continue to adapt plans, ensuring flexibility to respond in this rapidly evolving climate.  Be open and transparent at every turn. The far-reaching and long-lasting impact of this healthcare crisis is still uncertain; however, continual communication with employees and external stakeholders to align expectations and realities and chart a path forward will help reduce the fear of the unknown, focus your people, and empower them to act.

Our team’s purpose—and promise—has always been to help leaders lead change. We are united in our commitment to doing all we can to support our colleagues, clients, partners, and friends in managing through the impacts of COVID-19. We will navigate this crisis together, the only way we know how…the DCG way. We stand with you, and we are ready to help.

Today’s global marketplace is complex, unpredictable and ever evolving. Change is occurring more drastically and at a faster pace than in recent history, and according to research from the World Economic Forum, 35 percent of skills required for workplace success today will be different by 2020.

Unfortunately, most leaders are not developing fast enough or in the right ways to be effective in this new environment. Technical aptitude and business savvy are no longer enough to meet the demands of the role, and top-performing organizations are quickly recognizing the need to develop a strong pipeline of up-and-comers capable of leading people to deliver business results amidst change and uncertainty. To face the challenges of the coming decades head-on, leaders must become more adept at collaborating, driving accountability, inspiring employee commitment and moving organizations forward.

There is nothing “soft” about the skills needed to connect well enough with employees to lead them effectively through both periods of stability and transformation. Soft skills—such as listening, coaching, influencing, problem solving and communicating effectively—are proving to be as important, if not more important, than technical competence as managers advance through the ranks. What’s more, “The Hard Science Behind Soft Skills” (Chief Learning Officer magazine) cites research by Development Dimensions International revealing an average return on investment of $4,000 for every $1,100 spent developing soft skills.

What soft skills gaps are you recognizing in yourself and/or your team? How would closing these gaps drive improved business results? What can your company do to better align leadership development objectives with the needs of the business?

Our team partners with companies to identify soft skills gaps and build the capabilities required to achieve the highest levels of individual and team performance. Click to explore our soft skills development programs and how we can help your organization cultivate these critical skills in your leaders over time.

Naturally curious and eager to listen, our team would love to hear your thoughts on this very important topic. Connect with us! Give us a call, send a note, or follow us on LinkedIn. If you liked this post, consider sharing it with your network and inviting others to comment and join the conversation.

A survey of 7,500 global leaders by Korn Ferry reveals driving strategic change as the top leadership development priority identified by executives. Not surprising, given that half of respondents cite managing through strategic change as the number one shortcoming of current leadership. In fact, only 17 percent of those surveyed are confident their organizations have the right leadership to execute strategic priorities.

Leading an organization through change is tough, and the fact that most leaders are challenged to do it effectively is a big problem. Rapid change and transformation create natural resistance, and studies consistently show between 50 and 70 percent of critical change efforts fail. The stakes are high, and companies must improve the odds of success to compete long term. Hope is not a strategy but arming leaders with the knowledge and tools to help employees face change head-on, embrace it and come through it successfully is.

Whether merging or acquiring another company, executing a new go-to-market strategy, restructuring, or launching new systems, products or service innovations, leaders must possess the capabilities and courage to deal effectively with both the structural and human aspects of change. They must develop the capacity to articulate a compelling vision and help employees understand why the change is relevant so they become energized by what’s possible and motivated to achieve results.

How confident are you in your team’s ability to lead change? Are the leaders in your organization equipped to execute strategic priorities? How would you rank your company’s leadership development ROI?

We work closely with leaders at all levels to create awareness of change leadership strengths and opportunities for improvement. Click to explore our Leading Change Workshop and how we can help your organization jump-start efforts to build this critical leadership capability internally.

Naturally curious and eager to listen, our team would love to hear your thoughts on this very important topic. Connect with us! Give us a call, send a note, or follow us on LinkedIn. If you liked this post, consider sharing it with your network and inviting others to comment and join the conversation.

You may have noticed that more and more brands are swapping humor and clever taglines for advertising messages with a high dose of heart and humanity.  It’s a growing trend as companies attempt to build and deepen connections with consumers that span well beyond their products and services.

While not an entirely new concept, purpose-driven messaging is being used more and more to inspire action for a greater cause.  Communication emphasizing social impact is on the rise to meet the increasing demand and preference for purpose in the brands we buy.  This trend was evident in many of the spots that ran during this year’s Super Bowl, including Procter & Gamble’s “Like a Girl” campaign, Unilever’s “Real Strength” campaign, and the “Make It Happy” campaign from Coca-Cola.

Interestingly enough, outside of brand campaigns, little time is spent thinking about the importance of emotional buy-in.  Building connections to engender loyalty among consumers is just half of the equation, and the most innovative brands recognize the power of using purpose-driven messaging internally to galvanize an organization to support the business cause.

More motivating than a paycheck is a sense of purpose.  It matters to us because as human beings we have an innate desire to belong and contribute to something bigger than ourselves.  Aligning employees with purpose—especially during turbulent times—inspires a commitment that can’t be bought and yields powerful outcomes that can accelerate execution and growth during times of both stability and change.

So what are the implications for us as change leaders?

Change creates natural resistance, as employees must fundamentally rethink and reshape the business while minimizing losses in productivity.  This requires extraordinary levels of energy and engagement.  In their study, “The Inconvenient Truth About Change Management: Why it isn’t working and what to do about it,” authors Scott Keller and Carolyn Aiken state that what leaders care about (and typically base at least 80 percent of their messages on) does not tap into roughly 80 percent of the workforce’s primary motivation for putting extra energy into change.

When presenting the case for change, leaders often focus solely on business objectives such as entering new markets, increasing shareholder value, or enhancing corporate reputation.  Ensuring a genuine commitment to the cause requires connecting with employees on both a rational and emotional level—marrying desired outcomes of the business strategy with purpose to engage hearts and minds.

Storytelling is the single most effective way to remind employees of the company’s purpose and their critical role in achieving it.  A powerful transformation story is authentic and begins with the “why” behind change—not “what” the company is trying to achieve.  It creates unique opportunities for dialogue, helping employees to understand the vision and why the strategy is relevant so they become energized by what’s possible and motivated to act.  It answers the “big questions,” from impact on society to impact on employees, and creates a line of sight for people to recognize that what they do matters and is valued.

Naturally curious and eager to listen, our team would love to hear your thoughts on this topic. Connect with us! Give us a call, send a note, or follow us on LinkedIn. If you liked this post, consider sharing it with your network and inviting others to comment and join the conversation.

The New York Times recently reported that giant chip maker, Intel Corporation, is allocating $300 million for workplace diversity.  The fund is to be used over the next three years to attract more women and minorities to the technology field and make the industry more hospitable to them once they get there.  Reports released by many of the largest technology companies show that roughly 70 percent of their employees are men and 30 percent are women.

Intel’s chief executive, Brian M. Krzanich, said that the broader issue of diversity in the tech industry resonated with him personally.  “I have two daughters of my own coming up on college age,” he said.  “I want them to have a world that’s got equal opportunity for them.”

The issue of workplace diversity is one that Daniels Consulting Group is very passionate about helping clients address.  And, as a women-owned firm representing mothers and fathers of young daughters, developing women leaders is of particular interest.

The reality of today’s marketplace forces companies to continually assess if they have the right quantity and quality of people in place to meet current and future demands.  Too many of our clients have identified talent gaps—especially in leadership—and they are frustrated because they can’t grow leaders from within or find them on the outside fast enough.  What’s more, when they eventually bring a new leader into the organization from the outside, they often flame out because they didn’t adapt to the culture.

Now, overlay the leadership gap with the very real challenge of getting more women in the leadership pipeline.  While there is some recognition at the top that this is a real problem, we often don’t have real solutions for it.

Late last year, our team hosted its second annual Women in Leadership forum and centered discussion around this very subject.  We used Sheryl Sandberg’s book, Lean In, to guide the conversation.  The strength in the room, willingness to connect and help one another, and mutual respect for the valuable insights and perspectives shared was inspiring.  Moved by the candidness of our participants to do even more to help our clients ensure they have the right talent in the right seats, we are deliberately finding ways to continue the dialogue and engage the next generation of women leaders in the conversation.

If you agree this is an issue worth solving for, we want to hear from you—both women and men—as different views and vantage points make exchanges like these valuable.  Consider the following:  What obstacles prohibit greater numbers of women in an organization’s leadership pipeline?  What can experienced leaders do to help the next generation of women leaders excel and overcome barriers?  How can we promote change?

Naturally curious and eager to listen, we encourage you to connect with us. Give us a call, send a note, or follow us on LinkedIn. If you liked this post, consider sharing it with your network and inviting others to comment and join the conversation.