Leadership: what lessons can we draw from the crisis?

The current situation and its economic consequences have a profound impact on leadership within companies. Managing teams remotely, staying the course in an uncertain future, strengthening team cohesion, these are the current challenges for leaders. Therefore, the question of the leadership style to adopt arises. First, we will take stock of the current context. Then, in a second step, we will see how the expectations of employees have evolved since the start of the crisis. Finally, we will see what skills leaders can develop to adapt to these new aspirations expressed by talent.

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A current context where Volatility, Uncertainty, Complexity and Ambiguity (V.U.C.A) reign

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V.U.C.A, this acronym, used for the first time in 1987 and based on the leadership theories of Warren Bennis and Burt Nanus, now makes perfect sense. Complexity, we have already known it for a long time with the rise of globalization and new technologies that have multiplied and complicated interactions. Ambiguity these are all the paradoxes, the gray areas that have emerged in our society. Lockdown for example. This choice, which is certainly necessary to save lives, is at the same time a terrible blow to a large number of sectors. Volatility these are these permanent changes, these “trials/failures”, these 360-degree turns that take place every day within the teams. At last Uncertainty has become the norm. Today, piloting is done in the short term and creates fear and doubts. Admittedly, this observation is difficult but we must all learn to work with:

• Accept that part of what we know, of our habits and certainties becomes uncertain. This requires us to constantly revisit our beliefs, measure risks, and make choices.
• Exploring the unknown by slowing down, by taking the time to observe and move forward step by step. Stop being afraid of failure and try new things together every day

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Leadership theories by Warren Bennis and Burt Nanus

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How have employee expectations changed with the crisis?

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All these upheavals have a strong impact on the needs expressed by employees. Here are the main trends that we can extract from our observations and from the studies currently produced.

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Employees expect a responsible leadership style:

Due to the health and economic crisis, the expectations of employees from companies in terms of Social and Environmental Responsibility (RSE) has grown strongly.

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Well-being at work: a priority issue.

Today, more and more talents want to:

• More than security At work
• Of workplaces pleasant
• Less pressure On a daily basis
• One Reinforced listening from their teammates and their manager.

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Putting the Essential Back at the Heart of the Important

With lockdown, the Relationship to work has evolved. Employees now have new priorities in terms of career in order to achieve a better life balance. In particular, this means a better balance between professional and personal life, but also change the pace of work.

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A need for recognition

As we explained in our article on how to identify your motivational levers at work, the need for recognition is one of the 6 motivational levers. In these difficult times, it is more than necessary to be aware of this:

• To be recognized for his efforts, his accomplishments And his Personal experience in this crisis.
• To also be recognized for the usefulness and quality of its contributions with a strong sense of belonging to the same social group.

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Identify your motivational drivers at work

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More trust and autonomy

Already growing for several years, the desire to be more autonomous is growing within teams with the crisis:

• More than leeway In the work
• One use of all skills
• Less control, but regular monitoring to grow and develop
• One participation in decision making

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What leadership skills to work on to recreate commitment and performance within teams?

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To meet these new expectations of employees, the Leaders need to adapt.

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Responsible leadership for responsible businesses

This means a company that embraces both the preservation of the natural environment and the need to keep modern society functioning, and therefore leadership based on:

• Fundamental human values

• A deep understanding of reality

• A constant desire to learn from this reality

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Leaders who take responsibility

• Making and taking responsibility for difficult decisions
• Be pragmatic
• Show courage

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Read also: “All leaders in times of crisis”

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Leadership that generates enthusiasm to engage

Giving meaning and direction:

• Remind people why your organization exists and what it brings
• Explain the effects and consequences of the crisis with pedagogy
• Sharing transparently the risks and opportunities that the situation provides
• Highlight the positive aspects

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Leaders who accept their vulnerability

• Accept that you don't know
• Accept your weaknesses, your areas of lack of skills
• Relying on the talents of others
• Put your ego aside

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Solicit the team to build the future together in a logic of co-responsibility:

• What do we stop doing
• What we do differently
• What we're doing again

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Empathetic leaders

Demonstrate real and genuine interest in others/collaborators:

• Their feelings
• Their concerns
• Their personal situation

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While sharing a certain requirement.

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Give regular signs of recognition

Recognizing collaborators:

• Achievements
• New ideas
• The initiatives
• Creating value for customers
• Support for others in the team
• Collaboration between teams...

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Read also: The 5 steps of a successful feedback

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Dare to trust and autonomy

Establish a clear working environment for everyone:

• Identify needs
• Clarify goals and expectations
• Agree on skills and progress points
• Contractual monitoring points
• Give regular feedback

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Point of attention: avoid independence

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Changing the way we work

1 key word: FLEXIBILITY

• Teleworking: an essential part of the equation to gain comfort and time
• Flex office
• Adjusted schedules
• New tools available to everyone

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Play with consistency and be exemplary

• Embracing new ways of working
• Adopting the new tools
• Accept the rules of teleworking for your teams by being open
• Align your actions with the speeches

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In summary: a leadership style based on balance

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One of the major lessons of this crisis is the need, as a leader but not only, to work on my personal ecology. Ask myself on a daily basis how can I Distribute my 4 beats in a balanced way :

• Reflection : The time devoted to implementing the strategy, where new ideas will flourish.
• Action : The moment when you have to start moving, do things.
• Inspiration : Other people can also have ideas, and not necessarily the ones you think of first. Staying open to others is essential!
• Breathing : On a daily basis, whether you are experiencing a crisis or not, setting aside time for yourself where you can clear your mind is essential (sport, music, reading, cinema, theater, etc...)

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This crisis finally teaches us 3 things:

• We are moving from management based on control to management based on trust.

• From a culture of presenteeism we have moved on to a culture of results.

• Finally, from an individual culture, we are evolving towards a collective culture.

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These transformations must encourage leaders to change their leadership style to support all teams in these transformations. 75% of employees want to have more freedom in decision-making — 11th Barometer of Quality of Life at Work — Malakoff Médéric & Humanis (2019)