This is how to manage your team during a crisis

Leadership is giving courage when their seems to be none. Jim Woods

Every day we succumb to the woefulness of COVID-19 it's calamity becomes palpable taking a toll on people’s lives, threatening their health and jobs. It is creating a challenge for executives that few expected or were prepared for, mainly because it has been over a decade since the previous economic crisis.

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Employees are asking questions that leaders cannot answer:

• What will signal the end?

• How will it appear? 

• When will this end? At that time, we will be exhausted.

• What will this mean for our company?

• What will this mean for my job?

Leaders should respond to the crisis by acknowledging its efficacy and creating words and actions that support certainty. Doing so can enable people to drag themselves out of the churn of reading self-debilitating headlines of apocalyptic forecasting so they can instead focus on their careers, still with the additional burden of meeting company deadlines and possibly taking care of children. Understanding that creating a semblance of certainty is among a leader's most important task can help clarify priorities and communication strategies.

When leaders openly speak of how their principles are driving their thinking, then employees may find comfort in assessing their own choices. Their perception will be one of genuine continuity. How we deal with the crisis as a company will reveal the true nature of our culture.

About Lucy

Lucy Kovalova-Woods is vice-president of Woods Kovalova Group. She has authored over six business publications and has consulted with numerous organizations. She advises start-ups and entrepreneurs on marketing, strategy and building cultures in times of conflict. Schedule an appointment with Lucy.