Tag: pandemic

  • Evolving Forward: The Indivisible System

    How systems thinking, focused intention and trust are essential for our future

    Meatpacking plants are a microcosm of what we are all experiencing right now—the indivisible system. As the contextual environment more aggressively imposes itself into our everyday world, the resources we used to call upon, while necessary, are insufficient to get us through this real crisis. The leaders at meatpacking plants must operate on all cylinders and become agile sense-makers of their environment to address the needs of their workforce, the needs of the communities they operate in, and the needs of the world’s food supply. This is not the time to think about themselves, their professional development or their personal assessment results. They are in chaos and complexity, and the leadership strategies previously applied will no longer work. There is no going back, there is only evolving forward.

    “The concept of emotional intelligence (EI) is a 101 course for leadership right now.” This spot-on statement was made this past week at CCI Consulting’s monthly virtual Executive Coach Café— something that has been taking place for much longer than the pandemic. We were, like so many others in the industry, discussing coaching strategies that are particularly important to help leaders right now; some of whom are dealing with bottom-line crises resulting in their businesses precariously perched on the brink of insolvency. Other leaders are navigating the needs of virtual staff and the mechanics of returning to a face-to-face office environment while simultaneously adjusting to the legal issues involved with protecting their employees. Whatever the particular situation, the workforce is in dire need of help and support.

    But the statement made about Emotional Intelligence, or EI or EQ, has never rung truer than it does today because EI is not new. Most leaders already know about the 1995 book, “Emotional Intelligence,” by Daniel Goleman even if they haven’t read it or put its guidance into practice. Some are even aware of the 1990 John Mayer and Peter Salovey article that first used the term emotional intelligence, or the seminal work of Howard Gardner and Reuven Bar-On in the 1980s that dug into multiple intelligences and the psychological well-being and drivers of success outside of IQ and academic or hard-skill proficiencies.

    One does not turn on the EI switch and suddenly develop the capacity to marry self-awareness and the awareness of others any more than after one reads a book or listens to a TED talk and suddenly becomes attuned to the needs of psychological safety, authenticity or courage. All of these concepts require leaders—and all of us for that matter—to zero in on the foundation that allows these concepts to turn into everyday actions that move the needle on interpersonal effectiveness and leadership strength.

    Our society needs interpersonal effectiveness and leadership strength now more than ever. But, more important than that, we need to shift our perspective to the indivisible system we live in. To do that, we need to turn up the volume on the foundational skills of systems thinking, focused intention and trust.

    Consider these scenarios:

    Pre-pandemic: The office reception area was always sparkling, but the building scheduled individual offices and cubicles to be cleaned on a bi-monthly basis.

    Upon reopening: Your direct report walks into the office environment and wonders privately if the building manager allocated the proper resources to procure the ethanol or cleaning solutions necessary to disinfect their cubicle space or thinks that perhaps they diluted materials in favor of cost savings. They say nothing because at least they still have a job.

    Pre-pandemic: Your Asian American lab manager received an award for facilitating a successful clinical trial.

    Upon reopening: On her way to work, your Asian American lab manager was harassed and called names for bringing the novel coronavirus to America. When she came into the office, she said nothing and moved quietly to her workstation wondering if anyone at work felt the same way.

    Pre-pandemic: A key member of the senior leadership team launched a new initiative, setting the stage to acquire a competitor.

    Upon reopening: With schools still closed and summer camp postponed, that same key member was distracted by family concerns and schedules, as well as figuring out coverage for staff, and the acquisition opportunity was not only missed but they experienced a hostile takeover.

    If we peel back the surface…if we move deeper than the mechanical needs of Personal Protective Equipment (PPE), social distancing, work schedules and remote technology, we will see that these things are simply tools. And who uses the tools? People. It is the experience of people that matter more right now than ever before.

    The three foundational concepts that can help to move all of us forward require strategies that involve:

    Systems Thinking – None of us likes to think of ourselves as living in a bubble and now, more than ever, we see how siloed thinking causes unnecessary conflicts and contributes to misinformation and delayed decision-making. Systems thinking is not new, but its perspective is enjoying a resurgence. People everywhere are noticing its value when addressing complexity and the VUCA environment. As we move through the current pandemic, it is critical to call on a systems perspective to help organizations and people adapt to change. Russell Ackoff defined a system as, “a whole, which cannot be divided into independent parts…the essential properties of any system, the properties that define a system, are properties of the whole which none of its parts have.” When adopting a systems mindset, we see that our internal or operating environment (yes, our bubble or our organization) exists within a transactional or stakeholder environment where we act and interact with those around us, beyond which exists in our contextual or global environment.

    To be a true systems thinker requires consideration that the changes taking place in this contextual environment place pressures that cause changes in behavior of the stakeholders in the transactional environment. And, as changes in the transactional environment take place, they naturally place pressures on the internal and operational environment of the organization.

    Ah…the pandemic. But not just the pandemic.

    Change is not linear, and we are seeing in real time that what we are experiencing around the globe requires us to address the contextual environment of the pandemic and the economy but, more importantly, the changes we need to make FOR people. Leaders must accelerate considerations for how technology and digital productivity can enhance and not replace workers. Leaders must address shifting ways of generating business value through agility, innovation and new customer strategies. And how about where our employees come from? Entire categories of people are impacted when geopolitical and economic powers shift, but more so when the well-being of people and purpose of work dramatically change.

    Re-envisioning work as opposed to returning “back” to the way things once were is the new mission- critical competency leaders must embrace now.

    Focused Intention – The game has changed and our global existence has come into sharp focus because we now understand that even if we work hard, develop ourselves to be at our best, provide opportunities for others, and focus on our mission and values, there are still things we cannot control. The word intention often brings to mind a goal or target, such as we find when we have good intentions. However, our good intentions don’t always have the intended impact with either people or outcomes. There has never been a better time to take a step back and think about the kind of person you want to be…how you want to show up as a leader, friend, colleague, parent and citizen. Then, if you are honest with yourself and solicit feedback from others, is this the person you are today? Is there a gap you can fill?

    There are those who choose activities that quiet the mind or activate the soul. Whatever you choose is not really at issue. What is at issue is that you place focused attention on your intentions and exercise behaviors that support them, reflect on how you did, and adjust where needed. Hopefully, your intentions are supportive to those around you.

    Trust – At the core of everything is trusting the “other” person, but also ensuring they trust you. Without trust, we cannot communicate; without communication, there is no trust. If we choose to widen our perspective and allow greater transparency in the system, we must open ourselves up to the ideas of others and fill the gaps of understanding to make sense of our global system. During times of uncertainty and fear, people need to feel grounded that their leaders and organization are reliable and have one another’s back. Recognizing our own assumptions and biases are a good start here. Are we making assumptions that those around us are not interested in remaining healthy and alive? Are others making the right assumptions about us? In a way, it is the same as wearing masks right now: I wear a mask because I care about you and want you to wear one as an expression of how much you care about me.

    Begin by treating everyone—and I mean everyone—with complete positive regard. And, if you can’t, ask yourself how to approach the other with curiosity and kindness. Learn how they are experiencing everything right now. Learn how they are struggling and laughing and tell them about how you are experiencing things right now. Together, and through courageous and caring conversations, it will be easier to build an environment where people reconnect with one another after we reduce our distance, where we all begin to challenge our own limiting beliefs, and where we can co-create whatever our future has in store.

    There are many important leadership tools out there, but without thinking in systems, intention and trust, everything else falls flat. Together we lead.

    Author: Adena Johnston, D. Mgt. MCEC Vice President and Practice Leader, Talent Development

  • HLTH WEBSITES FOR YOUR FAMILY TO MANAGE THROUGH THE COVID-19 VIRUS

    HLTH (“health”) is an event designed for senior executives in the health industry. The bring together the largest audience with 7,000+ leaders to solve healthcare’s most pressing problems and realize the most promising opportunities to create health’s future.

    HLTH features four days of inspiring content, curated networking, educational sessions, and dynamic events for payers, providers, pharma, employers, investors, startups, policymakers and innovation centers. They have put together this list of site to help us, family members and clients though the pandemic.

    Outlets that have removed all paywalls on virus content: The New York Times, The Wall Street Journal, The Washington Post, The Los Angeles Times, The Guardian, The AP News.

  • COVID-19 Strategies and Policies of the World’s Largest Companies by Larry Emond and Ellyn Maese

    Story Highlights

    • New teams are critical for developing policies and providing information
    • Learn COVID-19 protocols and business contingency plans
    • Monitor impact and conduct assessments to sustain business function

    Gallup Managing Director Larry Emond gathered the strategies and policies of 100 members of the CHRO Roundtable, an organization that includes the CHROs of more than 650 of the world’s largest companies, for their responses to the COVID-19 pandemic. The companies in this sampling average $27 billion in revenue with 80,000 employees and most are global organizations. This is what Emond found.

    Crisis Management Teams

    Most organizations have created crisis management teams, task forces or committees with a response tailored to specific geographic regions. These task forces meet regularly to develop policies and provide information to leaders, managers and front-line employees regarding COVID-19 awareness, prevention, management and hygiene practices.

    These teams are also focused on management protocols and business continuity plans to guide current actions and forecast possible responses to future events. In general, their protocols and plans include:

    • developing succession contingencies for all major executives
    • conducting business using virtual, video or audio capabilities
    • restricting travel
    • reducing to business-critical operations only
    • moving critical operations to unaffected regions
    • cross-training team members to perform critical functions in the event of an unexpected absence or quarantine of another team member
    • documenting business-critical functions, processes or procedures in the event of an unexpected absence or quarantine of a team member
    • distributing call center scripts and agent communications

    If an employee is diagnosed with COVID-19, many companies have established protocols like these:

    • Require employees to report confirmed cases — either of self or family member — of COVID-19 to HR or management. The affected are typically required to stay home for 14 days and/or until cleared by a doctor to return to work with confirmation that there is no diagnosis of COVID-19.
    • Isolate employees diagnosed at work; immediately disinfect objects they’ve touched; trace their contact with other employees, customers, and clients; and notify those who may have been exposed without releasing the diagnosed employee’s name.
    • Ask employees to log all contact with other employees or visitors in case they become symptomatic so that others can be informed of potential exposure.

    Travel Requirements

    Most companies have recommended limiting personal and professional travel, and some have assured workers they could decline professional invitations without penalty. Generally called soft bans, these partial travel restrictions have been issued with requests to inform HR of travel and avoid air travel, public transportation and large gatherings, as well as 14-day self-quarantines following travel to affected areas.

    However, hard bans are in effect in many companies, and travel to China, Italy, South Korea, Iran, Japan, Hong Kong and Taiwan has been prohibited. Indeed, most intercontinental travel — and, more recently, even travel in general — has stopped for the time being, unless it’s mission-critical.

    Business Impact

    Leaders are holding additional meetings to monitor business impact in efforts to protect or sustain business functions. Many companies with facilities in affected areas have closed them and are canceling their own — or their employees’ presence at — conferences, events and face-to-face meetings. Some have been able to move operations to unaffected locations.

    Simultaneously, CHROs are:

    • monitoring supply chains or providers for potential impacts
    • conducting ongoing supply chain risk assessment and operation impact assessment
    • considering alternative suppliers
    • preparing for shortages, transportation delays or communication delays
    • approving additional budget for supplies or additional paid time off
    • reducing or suspending bonuses for top earners
    • analyzing and forecasting potential market impacts

    Wellbeing

    Companies are also assessing risks to their employees’ physical and financial wellbeing. Their mitigation efforts include:

    • instituting mandatory work-from-home or remote work policies where possible
    • closing on-site facilities such as gyms, cafeterias and common areas
    • making revisions to employee compensation and benefits policies
    • granting paid time off for symptomatic employees, employees who must care for family members who are diagnosed with COVID-19, and/or employees with diagnosed cases of COVID-19
    • using standing sick leave, extended sick leave, vacation time, paid time off or flex-time policies
    • increasing sick leave or paid time off for all or on a case-by-case basis
    • utilizing short-term disability, family leave (FMLA) or other existing benefits
    • recommending available Employee Assistance Programs (EAPs)
    • reminding employees about mental health services for stress management
    • using back-up care programs, childcare subsidies or other dependent care benefits
    • refraining from penalizing time off of any kind
    • permitting unlimited unpaid time off without penalty
    • providing travel/international SOS (medical and travel security) services
    • paying for time spent under quarantine
    • offering work-from-home options or adjusting schedules due to school closures
    • communicating employer-sponsored insurance and other relevant benefits
    • advising employees to avoid public transportation
    • staggering shifts to help employees avoid busy commutes
    • advising employees to avoid visiting high-traffic events or locations on personal time
    • reconfiguring meeting rooms, break rooms and other common areas to promote social distancing
    • expanding the time of meal service to avoid congestion, and asking employees to consider alternate meal times to reduce crowds

    Technology

    These companies are testing technological (e.g., remote work) capabilities, emergency notification systems and updating employee contact information. They’re advising employees to take their laptops or other portable equipment home each night, and they are devoting IT staff to help employees set up remote connections at home, sometimes on employees’ personal computers.

    Leaders are holding additional meetings to monitor business impact in efforts to protect or sustain business functions.

    Many companies have required or are encouraging video or audio-conferencing meetings (e.g., Skype, Zoom, Microsoft Teams) or phone calls in lieu of face-to-face meetings. They also recommend conducting collaborative projects by video or audio-conferencing, Google Docs, emails or other online channels.

    Communications

    Corporate leadership is communicating frequently — daily, weekly or as available — to address their organization’s COVID-19 response, advice, policies and protocols. Many are issuing FAQ guides, and many are including links to authorities and external organizations such as the Centers for Disease Control and Prevention (CDC), The World Health Organization (WHO), Johns Hopkins University, local governments and outbreak maps.

    Along with expert advice, these messages often include a genuinely personal element, i.e., reminding workers to get information from credible organizations, assuring them that none of their fellow employees have tested positive for the virus (where applicable) and urging employees not to panic or spread rumors. They will also often encourage employees to obtain enough food, water, medicines and other essentials for their families in case of quarantine or scarcity.

    Corporate leadership is communicating frequently — daily, weekly or as available — to address their organization’s COVID-19 response, advice, policies and protocols.

    Communications are usually tailored to the recipients — whether leaders, managers, employees or clients/customers, respectively — and methods include:

    • social media for public messages
    • email, mail, text messages, hotlines and internal systems (i.e., intranet) to propagate pertinent information
    • signage to reinforce hygiene, screening and other organizational policies

    Members of the CHRO Roundtable are conscious of the effects of their communication, particularly on customers. To that end, many have:

    • Proscribed responses from managers/leaders if contacted by the media. Many have designated media relations personnel who address all questions from the media.
    • Asked employees not to violate the privacy of diagnosed employees or clients/customers in social media messages.
    • Deployed social media and marketing messaging about customer policies and alternative commerce/services.

    Training

    Businesses are rapidly expanding training opportunities. Much of it concerns managers, who are being tasked with assisting in coronavirus containment, responding to employee needs or concerns, and communicating disease-management policies and preventative measures, such as hygiene practices. But CHROs are also creating COVID-19-specific training programs for security professionals, cleaning crews, maintenance and groundskeeping staff.

    These protocols and responses, we’re told, will be operational as long as is needed — the end of May is the current long-term projection — and all are subject to revision. Gallup will continue to report on our findings as the situation evolves.

    Adapt quickly to COVID-19.

    Watch our live webinar “COVID-19: Managing Your Workforce Through Disruption” to get everything Gallup knows about disruption and other crises. Join us on Thursday, March 19, at 2:30 p.m. CT. Dr. Jim Harter, Gallup’s chief workplace scientist, and other experts will share what we’ve learned through research, hands-on experience and our connections with leaders around the world.

    Larry Emond is Managing Director of Global Leadership Advisory at Gallup.

    Ellyn Maese is a Research Associate at Gallup. Jennifer Robison contributed to this article.