Business is always an interesting world to be in, and no more so then when you’re leading in times of uncertainty. Since COVID-19 has been deemed a global pandemic, we have been experiencing new ways of conducting life and business in the United States, particularly over the past couple of weeks. Many states are under “Stay Safe, Stay Home” orders, non-essential businesses have either shut their doors or are working completely remotely now, millions of people have been laid-off or furloughed, and the ripple effects have only begun. During this unprecedented time, leaders will be called upon to help their teams, their companies, and their communities navigate the challenges ahead. This is the time when leaders and their Force Multipliers flex their strategic partnership muscles and shine.
A leader and their Executive Assistant and/or Chief of Staff must lead from the front, as a united front, during times of crisis and change. Whether it’s an unexpected lawsuit, an unforeseen supply chain disruption, or a global pandemic, strong and resolute leadership makes all the difference. Read on for ways Executives and their Force Multipliers lead in uncertain times together.
DO NOT FIGHT REALITY WHEN LEADING IN TIMES OF UNCERTAINTY, INSTEAD FOCUS ON WHAT YOU CAN CONTROL
In turbulent times it is easy to get caught up in the latest drama of the day. This is not to downplay the seriousness of what is going on in our world right now, but rather to make sure we are putting it into perspective and focusing on the facts. Force Multipliers and leaders have to navigate through the weeds and break through the noise to determine the best course of action, which involves “ignoring” a lot of seemingly important information. Tell yourself the truth about what’s happening in your company and where we are at in this unprecedented time. It doesn’t matter if you like it, if I like it, who’s right and who’s wrong. All of that noise is irrelevant. What matters is that we acknowledge the situation and then focus on what we can control.
For leaders and Force Multipliers, it’s important to gather information from reliable sources right now, such as the Centers for Disease Control and Prevention (CDC), the World Health Organization (WHO), the Small Business Association (SBA), the Internal Revenue Service (IRS), and the Department of Labor (DOL), as well as any state or local government directives. Go to the source. Read the bills, legislative summaries, and executive orders – not the media’s interpretation of them. Once you have digested the information (and understand that new information is coming at you daily), you can start to make the necessary decisions for your company and team. That, you can control.
Now, more than ever, it is important for Executives, Entrepreneurs, and CEOs and their Chiefs of Staff and Executive Assistants to be leading themselves first. Whether that is a daily meditation, a morning routine, daily exercise or journaling in the evenings, leaders (yes, both Execs and EAs) have to keep their energy up and keep themselves centered so they can lead with clarity and conviction. Your morning routine and personal development are definitely one of the things you can control right now and will be instrumental in helping Execs lead the organization, and in helping Force Multipliers lead up.
Force Multiplier Tip: Do the research and leg work and make sure your leader is presented with, and prepared with, all pertinent information in real-time (while bringing your perspective as well) in order to make the best decision for the organization. Stay centered and level-headed. It is imperative that you help your leader navigate the current state of affairs and you can only do that if you are leading from a clear and calm place as well.
MAINTAIN A ROUTINE (OR CREATE A NEW ONE) & STAY CONSISTENT
Beyond a personal development routine, staying consistent with pre-established routines or implementing new ones if necessary is key. Often times in the midst of crisis or massive disruption, routines and daily disciplines are forgotten. I’m not suggesting you ignore the fact that your days may look drastically different now than they did three weeks ago, but I am advocating for consistency as much as possible. Maintaining the rhythms of your company can be the difference between surviving and thriving in the months ahead.
If daily and weekly meetings were important for leaders and their Force Multipliers before the pandemic, then they are critical now and whenever your leading in times of uncertainty. These meetings remove unnecessary minutia (and stress) from the leader’s plate, keep executive office communication in sync, keep projects moving forward, help all team members pivot faster, and provide clear direction for the entire organization – starting from the top. In short, never miss a meeting with your leader or your Force Multiplier.
In addition to the meetings between a Force Multiplier and leader, keeping company meetings and simply shifting to video calls instead of canceling them will keep communication flowing and business as usual as possible during unusual times. The more structure you put into your day, the more productive you and your team will be. Perhaps you need to add in a daily briefing with the leadership team. Get that into your schedule, shift things around as needed, and then stay the course. Structure is essential for keeping team members informed and focused on the most important activities in order to move forward effectively.
Force Multiplier Tip: Review the calendar, re-work meetings, and then keep the essential meetings on time and on task. Help your leader prep with the most relevant information of the day. Be ready to communicate that information throughout the organization and follow-up as needed. Be prepared to pivot. While the company will be maintaining a routine as much as possible, you and your Executive may be working odd hours and much longer days to handle the influx of questions, concerns, and challenges that arise due to the crisis. Buckle up and understand that it is only temporary.
LEADERS OVER-COMMUNICATE
Staying consistent with company meetings and briefings with key leadership team members is critical. Communication is everything when leading during times of uncertainty. There are three main “jobs” of a leader: casting the vision, providing clarity, focus and direction for the team, and removing roadblocks. These can be summed up in one word: communication. And during a crisis, clear, concise, and consistent communication is critical.
Transparent leadership will be imperative. It is okay not to have all of the answers, but it is necessary to communicate with your team and larger organization about what you are working on behind the scenes, how it impacts their day to day, and share some of the challenges you are working on. This is an unprecedented time. We are all navigating this together. While a leader and their Force Multiplier may be at the forefront of digesting information and making decisions, this situation is new to them as well. In this instance, over-communicate, but be clear that information and decision may change day to day. What was true on Monday at 8 AM, may no longer be the case by noon. By setting the expectation that every change in process or new directive is fluid, you can help temper the emotional ups and downs of the current situation.
While you may not have had an open-door policy before, you should now. Yes, most organizations will have a “chain of command” to lean on, but right now, staff at all levels of the organization need to know we are in this together and to bring issues to the leader or their EA or Chief of Staff. Make sure your various leaders are communicating to their teams that they are ready and available to address any questions or concerns, and that if they can’t, they will bring them to you.
Some of this influx can be mitigated by continuing with regularly scheduled meetings as referenced above, as well as issuing daily or weekly emails, videos, or all-company briefings. Use what makes sense in your organization to keep everyone informed and as focused as possible.
Force Multiplier Tip: Many more emails and calls will be flowing into the Executive Office over the next couple of months. Stay on top of all communication and work on implementing proactive communication with your leader as mentioned above. It will be up to you to keep the communication flowing, handling as much of it as you can, while making sure your Exec is getting in front of the right people with the right message at the right time.
PIVOT (QUICKLY) WHEN LEADING IN TIMES OF UNCERTAINTY
Leaders are not going to have months to put together strategic business plans to implement over several quarters. New rules and regulations are coming at business leaders quickly and we must be ready to act. Not react, just act (refer to the first section about staying centered). When leading in times of uncertainty, each day can feel like a week. Time both slows down and moves faster than ever before. As ideas and courses of action change rapidly, at times it can feel like indecision. Leaders have to let that fear of criticism or judgment go. That is why setting clear expectations with your team and over-communicating is so important as we are all pivoting quickly right now.
Force Multiplier Tip: Being flexible is a cornerstone of the Force Multiplier position and right now, that flexibility will be put to the test. It is not the time for perfection, but rather the time for action. You must move forward with the best information you have at the time, and then make the next best decision from there. Schedules will need to be adjusted hourly, plans made and then unmade, and emails drafted and edited on the fly. This is what you were made for. Lean into your adaptability, pull out your Swiss Army knife, roll up your sleeves and get work alongside your leader. You are in this together.
MAKE THE TOUGH DECISIONS
As Theodore Roosevelt said, “In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” There is a time to lay low and wait to see what others are going to do and then there is a time to make moves and make the tough decisions. When leading in times of uncertainty, go on the offensive – strategically, of course. From radical expense management, to vendor negotiations, and yes, to furloughing or laying off employees, tough times call for leaders to step up and make the tough decisions.
How? By centering yourself, gaining clarity and focusing on what you can control. From there, consider your long-term goals. All crises will come to an end. How do you want your company to look on the other side? Determine your ideal outcome and keep that in mind while making the hard decisions over the next few months. Then start gathering as much information as possible (quickly) and triangulate information from trusted sources and strategic advisers in your organization. Make a decision and communicate it to stakeholders. And finally, refocus your team on what they need to do, removing any roadblocks (specifically giving them permission to say no to non-essential items), and start implementing the decision. This entire process should be happening quickly and often right now.
Remember, tough decisions are not just about saying yes. New opportunities are going to be thrown your way and leaders and Force Multipliers will once again, have to weed through the noise. This is where saying no (even to something that seems like a sure bet) is going to be key. Stay focused on the activities in your business that are giving you a predictable return. Double down on communication with clients, customers, and the entire organization. Say no now when leading in times of uncertainty and make the hard calls, so that you can be prepared to say yes to all the opportunities that will emerge a few months from now.
Force Multiplier Tip: Eliminate any non-essential tasks or decisions from your leader’s plate. Keep open lines of communication between them, your leadership team, and any other stakeholders. Keep the company’s vision and long-term goals top of mind for yourself and your Exec. Make sure your leader is prepared with as much information as possible and facilitate any pertinent conversations so your leader can make the best decision at any given moment. Close the loop and ensure that the decision made is communicated and carried out throughout the organization.
When leading in times of uncertainty, most people are looking for someone to tell them the hard truths, while giving them clear direction on what to do next.
They are looking to the leader of the company and their Force Multiplier to set the tone and lead the way. This is the time to step up to the challenge and show what your strategic partnership is made of. By working together and leaning on each other to navigate this new business landscape, leaders and Force Multipliers will help their companies thrive.
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