What challenges do leaders in organisations face post-COVID?

Introduction

 

The current coronavirus crisis has put many industries in a standstill, and the tourism industry is one of the most affected sectors of all. A great study of the pandemic of business by Liebowitz, J. (2020) explains how COVID-19 had affected globally, such as supply chain, logistics, operation method, losing out key competent staff, managerial and organisational behaviours, ethical dilemma, and so on. However, this article is more focusing on the essential factors emerging on the behavioural side.  George, B. (2013) pointed out that the leadership of an organisation is not a simple job irrespective of the size, it might be lonely at times and faces constant challenges to fulfil the complex needs of the people they represent. Leaders are drawn in several different ways, but they need to have a clear view of where they and their organisations are going especially during a crisis.

 

Crisis leadership roles – Change Management

 

Klann and Gene (2018) emphasise, managing a crisis and providing leadership in a crisis are two different roles. It principally deals with how leaders handle the human response to a crisis including their own. Senior-level decisions in organisations are often taken based on insufficient knowledge with a risk factor leading to uncertainty in this case. Waiting for long poses the productivity of the business and health risks and limits opportunities; on the other hands, acting too fast could place the company on the wrong side of events. However, the problems faced by CEOs and other leaders are not merely technical – they are inextricably connected to the individuals they lead, the emotional ties that companies have built with their staff, clients and other stakeholders.  Change management should be considered IT-systems and structures, as well as in the human factor.

 

 

Company executives looking for answers as to do what nearly every day. Should businesses which are making losses in sales, undergo any drastic measures by implementing a full-scale protection plan that includes the cancellation of new acquisitions and investments and laying off workers? While this strategy will minimise financial risks and ensure long-term viability, it will also seriously constrain or cripple any near-medium-term development plan. Most certainly, it would cede market share to rivals and jeopardise the identities of companies among workers and other stakeholders.

 

In a recent article by D'Auria. G et al. (2020) stated, what leaders need during the crisis is not a predefined action strategy, but attitudes and actions that will keep them from overreacting to past events and help them see ahead.

 

 

 

 

What are the challenges!

 

Morale

The Coronavirus leadership challenge (Korn Ferry, 2020) says the most important topic discussed by CEOs was upholding and developing integrity for their leadership teams and workers. COVID crisis seems to be never-ending, which is now aggravated by an uptick in the number of Covid-19 cases across the world. Burnout is becoming a serious concern, and leaders will continue to be tested to inspire a dynamic workforce coping with various stressors and demands to achieve.

 

Allow the team members to take a holiday away from work anytime they need one. It will be particularly necessary to preserve dignity over the next few months while we begin to progress towards rehabilitation. However, the goals should include keeping workers engaged and productive, preventing executive burnout, and empowering the company despite ongoing uncertainty.

 

Growth

Driving and maintaining development in this context is extremely difficult to achieve. To reinvigorate growth, leaders must truly consider the state of their market and the shifting desires, wishes, and consumer behaviour based on the degree of destruction, they have undergone. 

 

Nevertheless, leaders must strive to evolve and adapt to fulfil emerging demands. Creating additional demand, re-engaging with clients, and restoring opportunity pathways are all prerequisites for rising business output. Adjusting rapidly to meet the demand and shaping communications that link to their new experience would be key to driving progress.

 

Workspace – Adapting to Open Office Concept

Blythe, T., Noakes-Fry, K., and Diermeier, D. (2014), explained, that the pandemic has transformed what we deem to be the workplace. Companies are concerned with whether to go back to the workplace and how to do so. They are likely to be challenged to redesign physical fitness and safety work as a top priority. It is important for all employees who can go back to work to build a sense of protection. However, the challenge extends far beyond physical workspace; not all have the facility in terms of space, internet, or supportive surroundings. Zoom after zoom meetings increase the stress level and make them tired mentally and physically.

 

Uncertainty 

The immense confusion about the extent of the pandemic, the economy's course, and the unforeseen effect on the markets is undercutting everything. Sales forecasting and setting goals for individuals and performance reviews are increasing challenges. They progressively rely on instinct, how they feel about the matter and judgment, blend of experience, expertise, and what they have heard, seen, and felt.

 

The key is to explore different viewpoints, apply them to experience and perception, and then make the best possible decisions. Leaders may find like their businesses are taking one step forward and then two steps back. The key point is to understand that it is not stopping; it is already getting forward.

 

How to overcome this situation?

 

Motivational Theories: Pichere, P. (2015) explains the Maslow’s Hierarchy of Needs is the best theory to implement during crisis. Motivation will emanate from with an employee with enthusiasm and willingness to function and achieve performance. This sort of inspiration is self-driven by employees to elevate their emotions to achieve.

 

Calm & composed: A powerful leader show dignity even during turbulence situation. They do not simply control their own emotions but also, they allow others to be sensible and level-headed.

 

Confident and positive: In times of confusion and fear, leaders must demonstrate their faith in their organisation, their people, and their direction. Both are vulnerable to their own concerns. Leaders will have to understand as to why they have gone up to their positions. Being a leader is not an easy task; they are highly trained and know the organisation well. Few others can truly appreciate their market and background – putting together a dynamic team, listening closely, assessing the situation and make the decisions.

 

Courageous: A strong leader works against fear and instability and encourages others to step up with determination and enthusiasm. There are not convenient and straightforward choices. 

A leader must cope with the dissatisfaction and make what they think is the best option for the organisation, initiative and move forward towards the right direction even when no promise of success is possible. Secondly, when things are authoritarian, leaders stay calm and persevere.                   

 

Empathetic: The situation of the coronavirus needs leaders to display critical empathy. First and foremost, the leaders need to be mindful of the deep and challenging feelings facing by the people in day to day life in response to the crisis. The approaches to achieve this is to understand where people are utilising the mechanism in any crisis continue to move through. Jones, T. et al. (2014) the grief curve, (developed by Elizabeth Kubler-Ross, Death & Dying [1969]1997) states that people go through five phases of grief in a turbulence situation, which is denial, anger, depression, negotiation, and acceptance. Identify where the people stand at the curve of grief and respond with real compassion and listening.

 

Resilient: Industries that had been challenged during the coronavirus crisis triggers instances of anger and discouragement. A resilient leader will not only positively reframe the situation but will also consciously restore their people around them.

 

How a leader can act to be an effective great leader during a crisis.

 

Express a vision: The key point in the situation of coronavirus is that a leader understands their personal vision and intent, and in a crisis, this clarity is an anchor of how they relate to staff and other stakeholders.

 

Communication: Leaders should focus on an accurate, reassuring, and succinct collection of messages that are endorsed and supported by them and stakeholders at every level of the organisations. The communication by the leaders must be healthy, at the same time should listen with focus and empathy.

 

Act: In tough times, leaders should still default to prejudice in motion. It is also not the first response to a situation. Leaders should wait and presume that people need a moment to calm down or heal. Lead at a pace they can handle. However, people are now disrupted in a crisis – now is the time to ask big questions, to make brave moves – when people are unfrozen and out of their habits and trends.

 

Look for consistency; In a crisis, leaders must face the world as it is not as they expect it to be. Great crisis leaders walk the fine line between sharing a confident, constructive message or vision and fostering an environment in which honesty is found and understood, where brutal truths have been addressed and dealt with.

 

Simplicity and fortitude: Leaders need to continually remind people of what is important and keep them focused on simple, straightforward operational priorities, not complex tactics, and interdependencies. Try to keep the messages straightforward and brief.

 

Conclusion

When the crisis progresses, change the attitude of the leadership, switch to the forefront in the emergency process and battle the flames. In the regression process, stand back to control the emotional upheaval of our teams. In the recovery process, leaders must find a new equilibrium between leading a seamless return to routine and maintaining pressure to refresh and revisit the future.

References & Bibliography 

Liaebowitz, J. (2020) The Business of Pandemics: The COVID-19 story. Auerbach Publishers, Incorporated

George, B. (2013). Seven lessons for leading in crisis. San Francisco, Calif.: Jossey-Bass.

DÁuria. G. (March 2020) Leadership in a crisis. Available at: 

https://www.mckinsey.com/business-functions/organization/our-insights/leadership-in-a-crisis-responding-to-the-coronavirus-outbreak-and-future-challenges

Pichere, P. and Cadiat, A. (2015, p. 6) Maslow's hierarchy of needs: Gain vital insights into how to motivate people. Learning and publishing.

Blythe, T., Noakes-Fry, K., and Diermeier, D. (2014) Blindsided: A manager's guide to strategic crisis leadership. Rothstein Associates, Incorporated.

Diermeier.D (May 2020) How leaders can rise to the challenge of COVID 19. Available at 

https://review.chicagobooth.edu/strategy/2020/article/how-leaders-can-rise-challenge-covid-19

Locklear,J. (June 2020) Addressing everyday management challenges in a post COVID19. Available at: 

https://www.trainingjournal.com/articles/features/addressing-everyday-management-challenges-post-covid-19-world

KornFerry (March 2020) The Coronavirus leadership challenge. Available at 

https://www.kornferry.com/content/dam/kornferry/special-project-images/coronavirus/the-coronavirus-leadership-challenge.pdf (Accessed: 28 September 2020)