Leadership & Management
Work has changed dramatically since social isolation began for the COVID-19 pandemic. Decreased in-person interactions leave many teams in need of additional supports and tools to maintain daily operations. How can leaders continue to be effective and ensure a smooth transition for their teams?
Please read the resources we’ve aggregated for you below for a few useful resources to support you during these times.
- As a leader, you will need a different set of skills and mindsets to succeed in managing complex situations.
Mastering the VUCA (Volatility, Uncertainty, Complexity, Ambiguity) capabilities will help you navigate circumstances in which higher-order leadership is required. Take a look at this article which summarizes this concept.
- Each challenge you face will require a different response, based on whether it is simple, complicated, complex or chaotic.
The Cynefin framework is helpful in illustrating how to differentiate between scenarios’ characteristics and develop a problem-solving approach in response. This Harvard Business Review article offers additional insights into how the Cynefin framework may be applied through case studies.
- Respond to crises in times of uncertainty by providing guidance. Empower your teams to solve challenges that align with the direction provided.
Be mindful of your response to the crisis, and lead with empathy to address the human side of personnel before organizational operations. This McKinsey article also emphasizes the power of ‘deliberate calm’ and ‘bounded optimism’ when leading your teams in these unprecedented times.
- Empathize with your team! The shift to remote work is challenging and employees will require support during this adjustment period.
What will your team struggle with in this new remote work environment? Work-life balance, staying motivated, keeping away from distractions, finding reliable wi-fi and much more. This Vox article reveals some key elements to bear in mind. Make sure your team members have easy channels for communication, you are clear about the new set of work expectations and you empower them throughout this change.
- Ensure that you are maximizing the presence of useful technologies and providing training when appropriate.
While phone calls are useful in quick communications, they are less helpful in building rapport relative to in-person conversations. Remember that the lack of face-to-face interactions during social distancing efforts (i.e. 100% remote work) means that opportunities to build this social rapport must be intentionally created by leaders. This article highlights some great tools to consider when thinking about how best to communicate and collaborate with your team. Also check out some of the resources in our Inspired Teaching COVID-19 Collection which highlights many communication platforms - many of which can crossover to facilitate your work-life.
Dr. Teresa Chan (@TChanMD) is an associate professor in the Division of Emergency Medicine, Department of Medicine at McMaster University. She is the assistant dean for McMaster Faculty of Health Sciences Program for Faculty Development (@MacPFD). She is an avid scholar in health professions education and works with the MERIT group (@MERIT_McMaster), and conducts research and scholarship within this area.
Sarrah Lal, MBA is an assistant professor in the Division of Education & Innovation (DEI) within the Department of Medicine. She is a entrepreneurship and innovation expert and directs various educational efforts within the Michael G. DeGroote Initiative for Innovation in Healthcare. Currently she is also the lead of the Leadership & Management team in the McMaster Faculty of Health Sciences Program for Faculty Development (@MacPFD).