The pandemic has impacted us in different ways especially for employees as they started working remotely which elicits fear and anxiety stemming from uncertainties adjusting to this ambiguous new norm. Given these psychological changes, the role of leaders are becoming more prominent than ever as their responsibilities evolve from being a visionary and strategic figure to having a higher commitment in helping employees cope with these changes as they need to proactively support their employees’ wellbeing.
For employees, talking about how you are emotionally and psychologically impacted by the pandemic to your boss can be difficult because we tend to assume such conversations as unprofessional and label them as excuses. In order to break this mindset, it is crucial for leaders to initiate clear communications to their employees that their feelings are valid. This gives employees the assurance that they are understood because it can be challenging to balance personal and work life as the boundaries become blurry. As leaders, it is also important to convey to their team(s) that they too are human, especially at times of crisis. Just like other people, they are vulnerable to these changes by being honest that they do not necessarily have the ability to eliminate the discomfort but are willing and open to discussing flexible working arrangements that caters to employees’ specific needs. This increases trust and security amongst employees which creates psychological safety in the virtual workspace where people feel safe expressing unconventional issues without being judged.
Apart from that, it is crucial for leaders to help employees focus on things that are within their control, as these are the only ones that should matter. Be clear as to what is considered within one’s control and let them know they would not be held accountable for things that are unpredictable. This will substantially reduce anxiety among employees. Leaders should also arrange daily check-ins for employees to voice any concerns and allocate recovery time before scheduling the next meeting as this helps them relax and reenergise before moving on to the next task. Inevitably, working remotely can be exhausting and one way to lessen emotional fatigue is for leaders to uplift the team by boosting morale through celebrating team’s success and even small wins. Inclusion is key when providing recognition as leaders need to recognise that every member plays a role regardless of their level of contribution. This can be done by tracking every member’s accomplishment and have a daily/weekly shout-out so employees feel their hard work is appreciated, seen and valued by their leaders.
In general, all these are basic lessons one has to embody as a leader. But times like this has resurface the need for leaders to lead compassionately. This transition to remote working definitely provides a good opportunity for leaders to reflect on how their actions have impacted the lives of their employees and even when this pandemic comes to an end, such practice should be maintained because focusing on wellbeing should not be a temporary milestone but a continuous priority that needs to be embedded at all times.
Key References:
Hammer, L., & Alley, L. (2020). This is the most essential skill leaders need to work through the COVID-19 crisis. https://www.fastcompany.com.
Ito, A., & Bligh, M. C. (2016). Feeling vulnerable? Disclosure of vulnerability in the charismatic leadership relationship. Journal of Leadership Studies, 10(3), 66-70.
Parkin, G. (2020). Redefining productivity in a flexible working world. https://umbrella.org.nz.