Efficient communication has never been an easy process, and with the development of technologies there are more and more communication barriers in addition to the physical, physiological, psychological and administrative ones: technical, cultural, gnoseological, etc., which make the communication process impossible on a daily basis.
Moreover, in tense and unstable times, stress is a bad filter for external messages, remarks and corrections are perceived as another attack on the emotional and psychological stability of people in the team.
In such crisis situations, many managers end up asking themselves how to properly manage the team in times of crisis?
I found the answer to this question in an article published on the Harward Business website:
- Plan, but be ready to adapt to the situation
In a crisis, quick action can prevent the crisis from turning into a disaster. Although at the beginning of a crisis you may not have all the information or resources you need, it’s important to act quickly. Work with your team to assess the situation, gather relevant information and formulate a plan. As a leader, monitor, adjust and even reformulate your plan continuously as new information emerges. Be ready and willing to pivot and be prepared for the inevitable setbacks where you need to act according to the ‘one step forward/two steps back’ strategy.
- Communicate often and on time
There is a lot of noise in times of crisis. Make sure your team understands what they need to do every day and why. Focus strictly on your team’s concerns and don’t contribute to the noise by trying to have an answer for everything. When delivering difficult news, be direct and honest. Establish a communication routine and stick to it, even if there is nothing to say other than “nothing new at the moment”.
When progress has been made, even if minor, make sure you share it so that people feel motivated. Communication should be two-way: listen to what your team is telling you and what they are not. Team members’ information and perspectives may surprise you.
- Lead people with compassion
For teams to persevere in times of uncertainty, they need compassion from their leader. Amy Gallo emphasizes in her article “What Your Coworkers Need Right Now Is Compassion” in the Harvard Business Review that “This is not the time to turn away from kindness and caring, even if your brain is pushing you in that direction.”
One thing the coronavirus pandemic has demonstrated is that a crisis is mentally, emotionally and physically draining for people. Each day as you weigh your priorities and decisions, consider the needs of others. Be aware of burnout – as a team and personally – and take steps to protect yourself from it.
- Manage the ‘new normal’ post-crisis
After a crisis has subsided, you should prepare for a ‘new normal’ – new processes, strategies and a new culture. Adjusting to the new normal, both emotionally and cognitively, may take time, but it is the manager’s job to help the team re-establish itself.
Once the more complicated aspects of a crisis are under control, think about the crises your organization may experience in the future. What should you do to prepare personally and as a team? What worked well this time and what didn’t? Are there preventive measures you can put in place to prevent a new crisis?
Management is not only an attractive job, but also a big responsibility, as managing, organizing and motivating the team is a process that requires a huge daily effort from the manager, but also the involvement and coordination of all processes in times of crisis.
