As we enter a new phase in our response to COVID-19, mandates to shelter in place are being lifted in some states and some businesses are being allowed to reopen. On the other hand, it’s likely that many of us will still be working remotely for many weeks or months, and returning to “normal” will look very different in different parts of the country.
Amid all the uncertainty as we adjust to the new normal, one thing is clear: The rules of traditional crisis planning and business continuity planning have changed. All of us have been forced to adapt to these new rules and this new distributed work environment, and we can’t be certain we’ll ever get back to the way things were.
As the owner of a PR agency in the technology and legal services space, I believe adapting gracefully and future-proofing your business amid all the uncertainty requires that leaders cultivate three key capabilities:
• Creativity: The ability to be bold and flexible and think in ways we never have before, whether that means changing how we and our employees work, reprioritizing business objectives, or even offering a different mix of products or services.
• Executive leadership: The ability to respond quickly and decisively — not only to ensure the health of the business but also to provide the transparency and vision that will reassure staff that their safety and jobs are our primary concerns.
• Effective communications: The ability to communicate with staff, partners and clients clearly, calmly, consistently and honestly to engender trust and minimize confusion or uncertainty.
For example, one of our clients responded to news of the pandemic by transitioning to a 100% remote workforce in 24 hours, and another client transitioned its global workforce of over 500 employees to a 100% remote workforce within 72 hours. Both companies didn't skip a beat in providing their clients with world-class service and immediately shared their new practices with clients, letting them know that it was business as usual. As a result, both companies won several new contracts in days that followed specifically because they faced the crisis head-on with creativity, leadership and precise, honest communication.
Underlying each company's practice and the outlined capabilities is something that is not often talked about in workplaces — the development of high emotional intelligence.
What is emotional intelligence?
At its core, emotional intelligence (EI) is the ability to effectively manage our feelings and relationships. Daniel Goleman and Richard E. Boyatzis have identified four broad "domains" of EI: self-awareness, self-management, social awareness and relationship management. There is a strong correlation between good social skills, business acumen and high EI. Our ability to understand and empathize with other people is essential to providing great service and responding genuinely to employee, partner and customer concerns.
As we continue to adapt to remote work scenarios, EI will be difficult to cultivate, but it is more important than ever. In a traditional brick-and-mortar workplace, a coffee shop or a meeting room, it's a lot easier to be aware of your surroundings, observe how the people around you are reacting to you and each other, and adapt and respond accordingly.
Many of the subtle clues that inform our EI, like tone of voice and body language, however, are no longer operative in a virtual environment. It's much harder to understand our clients and staff and to assess moods and morale.
So, how do we cultivate our ability to effectively manage feelings and relationships when we are cut off from many of the sensory clues that indicate what our colleagues and clients are really thinking?
A few suggestions include:
Continuously self-assess. Constantly remind yourself that this work environment is different from what we're all used to. Take a step back and evaluate. How am I feeling at this moment? Under what circumstances do I tend to react in ways I might regret later? Which emotions and impulses do I need to control?
Listen first. Before you launch into a conversation or make a judgment, make a conscious effort to listen carefully to the person you're talking to. If you're on the phone, take a moment to assess the tone and demeanor of the person you're speaking with. What is their mood? Is there an underlying issue they may be reluctant to address directly? Active listening conveys empathy and instills trust.
Communicate deliberately and carefully. Without face-to-face interactions, your actual words are more important than ever. How will others interpret your words, and how are they likely to react? Your messages must convey sensitivity, self-control, a positive outlook and an adaptable, creative mindset. If you end up having to downsize staff to keep your business afloat, carefully consider the ripple effects on your clients, the staff you will be keeping and the reputation of your organization. Can you communicate your decision in a way that shows empathy and your core values? Can you do it in a way in which even departing employees can retain positive feelings for the company?
Remain visible and approachable. This is especially important if you are in a leadership role. As you weigh whether or not to have employees return to the workplace or extend your remote working scenarios, EI will become particularly important to navigate the emotional sensitivities of your workforce. In a remote work environment, it's too easy to shut down and hole in. Remember, you are part of a much larger picture. You have a whiteboard no one can see. Make it clear to colleagues and clients you are there for them and eager to be a resource, and encourage them to do the same.
It takes a conscious and persistent effort to cultivate EI in the midst of an extended crisis. Without the usual physical interactions and sensory clues, managing our feelings and relationships in the workplace is less intuitive and more challenging, but it is more important now than ever — especially to future-proof your business.
