Don’t know how to manage your teams’ uncertainty, anxiety and stress?
Don´t worry, you are not alone! During todays’ crisis caused by Covid-19 pandemic and this “new-normal” environment, most leaders are also facing challenges of managing uncertainty and anxiety with their teams.
Although there exists an ample variety of good leadership practices, it is time to re-look at some of them with a different perspective, highlighting the being human perspective. Taking into consideration today’s virtual work reality, leaders should consider the following recommendations in order to effectively manage their teams.
1. Constant assessment of the organizations’ objectives.
The leader should be aligned with upper management in the constant assessment of the organizations’ objectives, evaluation of market and economic trends, identifying the business affecting variables and diagnosing how the competition is reacting to market changes. All these factors are increasingly relevant to achieve the company’s objectives, enabling the leader to make required adjustments to manage the team. At the same time, leaders need to adjust and adapt their strategies. Finally, the team needs to feel empowered and confident to co-create their own actions, while adjusting to the environment, to assure objective
Being Inspirational
2. Effective Communication.
It’s all about clear and effective communication. Once objectives are clear – adjusted or not – it is important to communicate and validate them with each team member to set clear expectations of what each objective means to the employee. This is key to facilitate clear understanding of individual contributions to the teams’ and organization’s objectives. This communication should be face-to-face, making use of any video communication tools readily available today. Leaders will be able to read non-verbal cues from the employee, confirming understanding and creating rapport. Most importantly, the employee will also feel comfortable to give feedback about his/her concerns, contributions and initiatives.
3. Recognize vulnerability
Leaders have to dare to recognize their vulnerability as human beings. As Brené Brown puts it in Daring Greatly, “vulnerability is the source of hope, empathy, accountability and authenticity.” It could seem incredible to see the level of impact and commitment that is generated within the team, when its leader displays vulnerability, recognizing from within oneself experiences of doubt, fear, anger, sadness, or concern – just like everyone else. This is also OK! Because it is from that self-awareness place, that the leader connects with his/her team and the team begins to feel self-worthiness and valued – not only by its leader, but also by the organization. Vulnerability triggers behaviors of action, commitment, sense of urgency, and belonging, allowing leaders to bring about that emotional connection with the team, creating an atmosphere that lowers stress and anxiety of all involved.
Reassessing objectives, communicating effectively, and creating the space for vulnerability, will allow the leader to better manage uncertainty, anxiety, and stress for everyone involved – including the leader!
