Crisis as an opportunity - when managers are allowed to be human

Crisis as an opportunity – when managers are allowed to be human

It is very likely that our way of working together and our understanding of leadership will change after the coronavirus crisis. Why? Because our working environments are currently undergoing a major shake-up. Our cooperation is leaving the familiar paths. Hierarchies are taking on a new facet: real closeness. We at MPC are also working from home and are particularly curious about the many different digital channels and networks in which opinions and insights on #weareallinthistogether, #stayathome, #stayhealthy or #digitalsocialization are shared. Managers are particularly challenged at this time to keep their teams together and motivate them. How can they do this? Here are our eight leadership hacks for you:

Create structure: We humans love structure. The lack of structure in the working day is a problem for many people, especially those who are new to the home office model. As a boss, you need to provide structure and the best way to start is with a daily check-in, i.e. a virtual team meeting at a fixed time. Every day. An appointment like this puts us in job mode: let’s go, the others are also at their desks, I’m at work. The meeting should also follow a structure that you specify. For us, it’s like this: 1. news, 2. to dos, 3. damns, 4. workload. A moderator calls on the participants one after the other and disciplines them if necessary.
Allow informality: Leave room for informal topics at the start of this daily meeting. You can also comment on the background in the home office or the casual style of dress. In this way, you simulate everyday office life, in which you also have a chat before you start. This short time is a kind of emotional valve that you briefly turn on to reduce the pressure.
Show empathy: How are things going in your home office? The inexperienced homeworker in particular may still be spending a lot of time on technology, the right workstation, distractions or self-organization. Ask in a personal conversation or via a chat function what the situation is like and whether he/she needs anything to be able to work well. Respond to people sensitively and appreciatively – this approach will bring lasting benefits.
Provide security: The coronavirus crisis could have serious economic consequences for many companies. At the moment, there is at least general uncertainty. If you can provide certainty, then do so. If you can’t, then articulate the uncertainty. Be clear and honest. Nothing is worse than a large room for speculation where fear is sitting at the table. Anxious employees will be anything, but definitely not productive and creative.
Create orientation: Employees will be guided by your behavior, especially in times of crisis. Be aware of this and use this fact to consciously provide the necessary orientation: Where do we stand? Where do we go from here and why?
Promote acceptance: Suffering can only be reduced if we accept it. Managers should communicate this and set an example. No one can say today how long our current situation will last and whether there will be a normality afterwards to which we can quickly return. That’s why it’s so important to accept what we have now and make the very best of it.
Enabling social hygiene: For us, it’s the digital tea kitchen where our team meets regularly to talk and laugh. Call it a lunchbox or coffee hutch, send the delivery service to your employees or arrange to meet for an after-work beer if you would also do this in “normal” times. But accept it if colleagues don’t want to do this or are simply happy when screen time is over.
Be a role model: Lunch break, sports, after work – the boundaries between work and leisure are blurred in the home office and suddenly you have ten hours on the clock. Set an example that offline is important and the right thing to do. If you take care of yourself, your employees will do the same.

In our latest podcast, neurologist and psychiatrist Dr. Volker Busch talks about a great opportunity that lies in this crisis: The chance to “shift from pure management to people-oriented leadership”. Take advantage of it while the crisis lasts.