During these unprecedented times, HR leaders are toggling between the need to think strategically about what’s next for their organizations and the demands of significant tactical challenges. How to manage absences in the time of coronavirus. Defining and supporting remote work. Paying employees properly. Heart-wrenching decisions to terminate employees when an organization’s cash flow has suddenly dried up and there is no reserve. It can feel…well, unfocused, to say the least.
In spite of HR’s historical reputation to the contrary, many HR practitioners chose this profession because of a desire to make a positive difference in their organization. The crucible in which we currently find ourselves provides that opportunity on a grand scale.
Whether you are an HR leader, a key business partner, or an executive wondering how best to draw on the wisdom of your HR team during these strange and scary times, here are three themes (plus a bonus) that continue to arise in my conversations with leaders across industry sectors, company size, and geographic location. Action in these areas matters.
- Communicate: Frequent and clear communication from leadership is important at all times. During a crisis, it is absolutely imperative. Employees look to their leaders for clear direction. Some leaders “get” this and are already holding regular virtual meetings, sending out frequent updates to all employees, and keeping mid-level managers apprised of what is happening within the company. In the absence of information, it is a human tendency to generate our own stories. Even when you aren’t sure what is next, communication adds value. HR can help leaders create a vision for the near term that speaks to employee concerns. Outcomes may be uncertain but what is known? What are you working on that you can share? Where do you need people to focus today? How might you connect with your team and create community, supporting one another?
- Respond rather than react: If the pandemic has taught us anything, it is that we are not in control. Control is an illusion that we may exercise, but that’s really more about compliance. Ultimately the only thing we really control is our individual responses to events. Are you being reactive or are you choosing to be deliberative in determining your response? We always have a choice about how we respond, even when dealing with unknowns, and can help others be more thoughtful as well. Challenge reactions politely and professionally: “What makes you think that? Where is your greatest concerned?” When you are in control of your emotions, you are able to recognize when you (and others) are responding to facts and when reactions are being fed by emotions and stories.
- Take the long view: The economic landscape and the way in which we work together all will have changed dramatically in a few months. Be intentional about making time to think several moves ahead. This is not about spiraling into despair over unknowns (see #2 above and #4 below). What scenarios or contingencies can you plan for? What feels unlikely but is possible? Senior executives benefit from the perspectives of talent experts as they consider various futures. Are they mired in today and unable to step back and consider what’s next? HR can help senior management make time for the long view and consider many possibilities as they relate to people – even those scenarios that seem doubtful – so that the organization is prepared. This is a practice that will greatly benefit the organization as you move from vigilance to diligence and beyond.
- Engage in self-care: The ubiquitous airline safety briefing is relevant here: “Put on your own oxygen mask first before helping others.” In other words, if you don’t take care of yourself, you can’t take care of others. Now, perhaps more than ever, our organizations need clear, focused leadership. To bring your best self to the task, limit your intake of news (which can feed anxiety) and be more present. Give yourself permission to engage in restorative activities: exercise, get enough rest, play air guitar, phone a friend, lift up others, read a trashy romance novel. Whatever works for you.
Bringing your skill in these areas to leadership conversations can add much-needed focus and clarity. By addressing reality while demonstrating care and respect for employees at all levels, leaders light the way for the path forward because #wereallinthistogether.
https://www.linkedin.com/pulse/hr-time-coronavirus-phyllis-sarkaria/