Global leaders are often faced with difficult decisions and near-impossible problems. But, until recently, few – if any – have had to face the dilemmas and extreme repercussions that come with overcoming a worldwide pandemic. Outdated leadership strategies or slow execution of crisis plans from officials could now have fatal consequences.
There are some leaders who have taken calculated risks and made extraordinary decisions, proving they are up to the task of doing everything they can to keep their constituents safe and healthy. We analyse five world leaders that are working successfully to flatten the curve and showcase how their tactics can be incorporated into your crisis strategies.
5 leadership and management lessons from world leaders during the COVID-19 crisis:
1.Angela Merkel (Germany) – Be brutally honest
With over 100 000 cases reported, Germany is currently ranked fifth in the region for infections. However, the mortality rate from the virus is incredibly low at just 1.6%. There are many theories on why the Germans appear to be defeating the pandemic, especially without an enforced lockdown in place. Merkel’s scientific understanding and approach have been highlighted and praised.
Additionally, she exudes the qualities of being a good leader by being brutally honest at national briefings. Her composure and honesty have earned her ongoing respect. An experienced research scientist herself, she was very frank about the possible repercussions of taking a casual approach to a viral outbreak.
When she cautioned Germans that as many as 70% would be infected, it sent a clear message of how dangerous COVID-19 is. “The situation is serious. Take it seriously,” she warned at one of her first media briefings to her nation.
By sharing the broader picture with honesty, leaders are allowing people to participate in a solution. If everyone has a clear idea of what is at stake by not following suit, the possibility of disagreement is limited. Although flowery language might minimise panic, it can reduce the severity of a situation. Following up a status with actions to be taken is a more productive way to keep mass-hysteria at bay.
2.Moon Jae-In (South Korea) – Learn from experience
South Korea confirmed its first case of COVID-19 on the same day as the United States. While the US dismissed the seriousness of the virus, Jae-In was able to draw on a recent public health emergency to create a thorough plan of action. The varying approaches of each leader have given their respective countries dramatically different results and revealed the characteristics of a good leader.
Unlike Italy, China and the UK, Jae-In did not call for a lockdown of the country. Having suffered a small outbreak of Middle East Respiratory Syndrome (MERS) in 2015, the country and its citizens had experience in dealing with a fast-traveling airborne virus. Placing extreme importance on aggressive and widespread testing, it was easier to contain the spread and treat the infected before it became too severe.
At present, one out of every 145 people have been tested already – which amounts to a staggering 350 000 tests done. And the results are startling. Of the almost 11, 000 confirmed cases, 8 300 have recovered and 238 have died.
By having well-established strategies in place, South Korea is now being studied as an example of a successful pandemic response. Foreign Minister Kang reinforced this idea at a World Economic Forum discussion, “You need to plan, and you need to stay one step ahead.”
Every crisis is an opportunity to learn. And not every crisis needs a new plan. This is why it’s important to have a debrief after any emergency plans have been implemented. By keeping a record of what strategies you have used in the past (with positive or negative outcomes), you are already one step ahead when determining where your strengths and weaknesses lie.
As a leader, it will be to your benefit to draw on the experiences of your team from their previous employment too. Adopt a no-judgement approach to any ideas submitted to encourage your team to feel free to share their solutions.
3. Tsai Ing-Wen (Taiwan) – Get tech-savvy
This tiny island nation has surprised the global community with its successful dampening of the spread of COVID-19 within its borders. Despite its close proximity to China, where the original outbreak occurred, it has only 425 confirmed cases and 6 deaths.
Despite its controversial exclusion from the World Health Organisation (WHO), Ing-Wen alerted the organisation of its concerns about the virus in December 2019. WHO continued to align with China’s denial of human-to-human contact for weeks after this alert. Fortunately, Taiwan continued with its rigorous measures of testing, contact tracing and enforced quarantines with the help of data technology.
Contact tracing using this information is being used to identify suspected patients and high-risk individuals and isolate them for 14 days. It also keeps track of individuals who break the quarantine and immediately contacts them to remind them of the risks of travel. Each person who stays in seclusion is given a $30 for each day of the two weeks to incentivise cooperation.
In this modern era, technology can be an essential part of a crisis plan for any leader. Sharing key messaging, receiving information and interacting with your audience can be easy to do. But be wary; using technology in a crisis can be a double-edged sword. The use of personal data by large entities – especially governments – is still controversial with many fearing it will encourage total surveillance of citizens and the elimination of privacy.
Communications can also go awry if information has not been carefully checked. Even spelling errors are a cause for ridicule. You will need to weigh out the pros and cons carefully before implementing plans and make sure that all information provided is secure.
4.Jacinda Ardern (New Zealand) – Unify
The decision to take early action against the spread of COVID-19 came at a tough time for New Zealand. The country was nearing the first anniversary of Christchurch shooting and a large nationwide memorial had been planned. But within the days of the first confirmed case within its borders, the event was cancelled and a mandatory 14-day self-isolation order was introduced for anyone who had travelled recently.
What was set to be an already emotional time could have escalated quickly had it not been for Ardern’s empathetic approach and unified communications. The Atlantic has gone so far as to propose that Ardern’s empathy has made her ‘the most effective leader on the planet’.
New Zealand’s Director-General of Health, Ashley Bloomfield, stood alongside Ardern and addressed the nation carefully and calmly to explain the complex issues with the virus and the trajectory they were on. Ardern talked about the war on Covid-19 and how “our team of five million” could each do their part to flatten the curve.
When the call to lockdown came, the citizens agreed that this was the best course of action. To date, Kiwi’s have reported 1113 confirmed cases, with 1036 recoveries and 14 deaths and will soon reopen schools and places of business.
During a crisis, emotions can run high. Leadership and management is about learning to diffuse situations before they escalate beyond control. Keeping calm, communicating from a place of knowledge, and expressing humanity will create a lasting impression on your team and your audience. Empathy will never be wasted in times of crisis.
5.Cyril Ramaphosa (South Africa) – People first
Internationally, South Africa is being lauded for its swift and dramatic response to COVID-19. By implementing a nationwide lockdown before case numbers increased, we have been able to see a low mortality rate and a decrease in the number of new cases. After three weeks, the decision to extend for a further two weeks showed the world that we are serious about keeping citizens safe.
In making these decisions, President Ramaphosa has helped buy the country time to gear up its medical staff and facilities for the coming days. Some controversial decisions have been made, but ultimately, the President has been commended for his decisive action and commitment to saving lives. This shows that as a leader, sometimes you have to make nearly impossible decisions and have ongoing contingency plans to keep steering the ship as new challenges arise.
Many South African leaders are facing tough decisions right now as the economy further slumps. Learning to keep financially viable and maintaining staff during a crisis can be tough – especially when it expands over a long period. But when a company focuses on retaining as many people as possible, those employees become life-long ambassadors who will remain loyal through many other hardships.
Conclusion
Leadership in uncertainty is an ever-evolving skill that needs to be kept sharp and ready for the post-COVID-19 reality. Now, more than ever, impactful leadership will be the key to a successful and effectively run operation.
USB-ED has curated an Executive Development Programme that employs adaptive thinking and cognitive strategies that take a global perspective and translate it into local markets.
USB-ED has seen the immediate need to change the dynamic of our executive education programmes so professionals can continue to pursue new qualifications while physical interactions are limited.
All face-to-face programmes have transitioned to remote learning until such time that the President, World Health Organisation (WHO), and the Center for Disease Control (CDC) deem it acceptable to resume normal activities. However, classes will keep to a live and synchronous schedule to enable classroom interactions and immediate engagement from the Learning Process Facilitators (LPF’s).
As we go through this unprecedented period, many are struggling not only with uncertainty but also, the sudden lack of structure. The monotony of days can be difficult to deal with. Heightened stress, loneliness, anxiety, and boredom are common emotions that are tricky to shake.
Having a routine can do wonders for one’s cognitive and emotional wellbeing. Sticking to a schedule and building in time for fulfilling activities like learning can be a great way to break the ennui of a day. But this takes sustained discipline, which, in turn, takes practice and intentionality…
8 tips to finding the right routine for you:
1.Build the right environment:
Try and find a dedicated spot for your desk you can make your own. Whether you’re set up in the dining room, kitchen, corridor or have an actual office space, mark the area off as your ‘work zone’ in some way.
Get the ergonomics right in terms of your chair and laptop set-up, and then turn your attention to Feng Shui. Arrange the objects you need and want around you – nurturing your physical environment can make a difference to your mental state. Try and choose a quiet spot sans kids, cats, and other distractions.
2. Set a schedule:
It’s all too easy to turn into a pajama-loafing, ‘I only groom for Zoom’ meme when there’s no actual need to put on ‘real clothes’ and brush your hair. That can come with a lethargy trap and a very real drop in productivity. Hence the need for a physical schedule! Base your day on your pre-Covid-19 life… It’s important to find a rhythm that works.
Set an alarm and do not press snooze. Wake up when you’d normally get up for work.
Choose a set time every day for exercise. Consider subscribing to online yoga or something similar?
Set aside a slot for news. Stick to that time and limit your other exposure. Being continuously bombarded with negative headlines isn’t good for anxiety levels. Same goes for social media.
Get dressed and comb your hair. Come on… you can do it!
Try and schedule your meetings to happen at a set time so Zoom doesn’t take over your life. Same goes for mundane admin. Let your teammates know your meeting window.
Make time for learning! Accruing a new skill could be one of the most fulfilling outcomes of this period.
Have a coffee/ tea ritual to start your morning.
Slot in regular breaks to stretch, check in with your family or whoever you’re living with right now, and go outside if you can.
Stick to mealtimes and try to limit snacking… especially if you’re working next to the fridge.
Set boundaries. Clock off at a normal work hour and then resist the urge to answer emails unless very urgent.
Have a set bedtime and stick to it.
Of course, it gets more complicated if there are kids in the equation as then you’re managing your own schedule and theirs… But establishing a routine may well benefit all of you in the long run.
3.Differentiate the weekends:
Time starts ‘warping’ and lines become blurred if weekdays look the same as the weekend. Intentionally make days off feel different. Write a list of activities to do – fun and practical – and stick these on the fridge. Then, work your way through them on Saturdays and Sundays.
4. Start each day with gratitude:
It may sound trite, but it can be extremely powerful to wake up and mindfully write down one thing you’re grateful for. Purposefully finding a positive could set you up to be in the right frame of mind for the rest of the day.
5. Value quality time:
A submariner recommends ‘de-conflicting early’. If you’re living with others, then air grievances quickly and forgive these equally fast. Be honest, chat often, and vocally appreciate one another.
6. Learn, learn, learn:
It’s incredibly empowering to learn something new. Whether you’re wanting to pivot your business, grow professionally and further your career, or just do something totally new… now’s your time!
7.Build in flexibility:
A routine can’t be so rigid that there’s no time for flexibility and spontaneity…
8.Do the things you’ve always wanted to do:
Have the serenity to accept what you cannot change… and control what you can control. As Gandalf said, ‘All you have to decide is what to do with the time given to you’.
Conclusion:
Having a routine can help overcome feelings of uncertainty and anxiety. Structure your days to find fulfilment and consider learning something new to feel a sense of purpose and accomplishment.
USB-ED has an array of online learning courses to keep you stimulated and honing your talents during this time. Fancy learning the art of negotiation? Or brushing up on MBA essentials? Or being immersed in the magic of marketing? Enrol today.
Take a moment to cast your mind back to the beginning of the year. Think about your expectations for the year, notice what thoughts or feelings emerge as you let go of aspirations that were to shape your year. The COVID-19 pandemic has disrupted our lives on a global scale never seen before in our lifetimes. It has been nothing short of a global pause in our way of life, and instead of trying everything we can to get back to “normal”, I invite you to take a moment with me to contemplate the importance of this pause, and to consider the possibility that the most crucial task of leadership in this crisis may be to have conversations to pay attention to what is emerging through this pause? Let go, for a moment, of the frenetic activity and reflect on the situation we find ourselves in.
To take a helicopter view of this crisis it is useful to dip into the complex nature of our society, organisations and the ecosystems in which we are embedded. Complexity science suggests there is a transitional region between order and disorder in complex adaptive systems, such as organisations, which has the greatest potential for novelty. Known as the edge of chaos, this is a phase state in which changes which would be unlikely under typical conditions, becomes more likely. Businesses that have displayed reluctance to adopt flexible and remote working practices for decades are now acclimatising to a new normal. If we are able to deal with the chart a course through the uncertainty, we may find a silver lining alongside the tragedy of this pandemic.
A key challenge is the nature of problems being faced not only in this pandemic, but increasingly due to broader challenges such as climate change. Many of the most critical problems faced by humanity are wicked problems. Wicked problems are messy and are often transdisciplinary. They are often symptoms of other problems and typically require engagement with a range of experts. Zooming out from our current dilemma, we can start to trace a line between many of the problems we face that at first glance seem like fundamentally different problems. Jane Goodall, the world renowned primatologist and anthropologist comments that “It is our disregard for nature and disrespect of the animals we share the planet with that has caused this pandemic.” The destruction of the natural habitat increases the spread of disease between animals and ultimately to cross the species barrier to humans.
Whilst we find ourselves in a severe health crisis, if we zoom out it is clear that there is a broader threat to planetary health. We’ve damaged planetary health through destroying the natural systems on which life depends. On top of this climate change increases the risk of natural disasters, the intensity of fires and storms. As we run the risk of an ever increasing cascade of disasters, is it not time to realise that for now to lead means to have conversations that allow us to collectively discover the pregnant in the pause.
Perhaps we need is to smell the fresh air again as the pollution in our cities subside, and to rethink our lives and what we are building through our businesses and societies. The journey starts with feeling and accepting the painful situation we find ourselves in as a species. I suspect that it will be through feeling that our best thinking emerges. This will be difficult as we scramble to protect our loved ones and livelihoods. To make progress, we need to do something as leaders which may feel quite counter-intuitive. We need to engage, not just control. Whilst prominent leadership researchers such as Daniel Goleman supports the use of directive leadership styles to mitigate risk in a crisis, the messiness of wicked problems usually requires us to engage with a wide spectrum of experts from different disciplines. Adopting a coaching style of leadership can help in these conversations with both individuals and groups, to foster new values-based coalitions to fundamentally redesign our way of life.
This is a fundamental redirection of leadership away from an obsession with performance and growth, which has been pursued at all cost, and with blatant disregard for our fellow humans and species which whom we share this beautiful planet. In all corners of society we need to mobilise coalitions of people who can help to shape the future in a values-driven way. So instead of fretting about your productivity during lockdown and setting a new set of performance goals, take some time to contemplate a broader vision. Complex and fast changing contexts require us to have broader fuzzy visions which can guide our direction in an agile manner. Micro goals can help you to progress whilst remaining open to turbulence in the environment.
Maybe, one day, we will look back and see this time as a crucial opportunity to redirect the course of our species, grateful, that we didn’t let a good crisis go to waste. Winston Churchill’s words are as apt today as they were during the Second World War. Perhaps we will discover that this pause was indeed meaningful.
USB-ED’s Senior Management Development Programme (SMDP) is a strategically-focused leadership programme, which aims to provide its participants with the tools that they require to operate efficiently on a strategic level. One such mechanism for facilitating this learning process is the Business Driven Action Learning (BDAL) project: a practical assignment focused on achieving leadership development and true organisational transformation, using a results-focused orientation.
As part of their BDAL project, SMDP syndicate group, The Power of 5, supported The 9 Miles Project, an NPO based in Strandfontein, Cape Town.
The 9 Miles Project, which was started by avid surfer Nigel Savel and his wife Sher’Neil, is a community upliftment initiative focused on providing a safe haven for at-risk youths in South Africa’s coastal towns. The NPO focuses on using surfing as a means to mentor children and young adults, steering them away from the lure of gangsterism whilst preparing them for a bright future.
The Power of 5 was truly touched by the initiative and made it their mission to ensure that the organisation’s purpose and vision was shared with a broader audience, in order to garner support for the life-changing cause. As part of their project, they created an emotive pro bono video showcasing the initiative, with the help of video content creator, Malcolm Rainers founder of Lekka Media.
The video had the desired effect and the South African “positivity and upliftment” platform #Imstaying, even asked to share the video with their audience.
As an SMDP group, The Power of 5 have truly reflected the values that will enable South African businesses to positively contribute to the development of not only the economy, but society at large. It is the belief that together we are stronger and through collective collaboration we can achieve so much more in making a difference. Our journey continues …
“The only thing certain about any negotiation is that it will lead to another negotiation…” Leigh Steinberg
There is a general rule in life – if you don’t ask, you don’t get. In these tough financial times, many people are desperately trying to adjust to a new normal. With South Africa’s economy in dire straits and uncertainty the order of the day, one way to take control is to learn to negotiate.
These skills are key for every aspect of life. Struggling to pay your car premium? Don’t cancel; ask for a better rate, especially while you’re driving less. Finding it difficult to pay your doctor’s fee? Negotiate a discount if you pay cash up front.
Negotiation skills play a pivotal role in any organisation. It’s known to be a crucial way to win yourself a better salary (in pre-Covid-19 times). Right now, it’s a way to show your value and find win-win compromises to the benefit of both parties in a time when everyone needs to be a bit flexible.
Harvard stresses this emphasis on collaboration; “it pays to seek ways to collaborate in addition to competing.” Negotiations fail most frequently when the mutual beneficial outcomes are not made evident up front. It’s about collective bargaining.
So, whether you’re negotiating with your suppliers, your clients, your team, your employer, or any other stakeholder, it’s wise to find ways to meet in the middle. Here are some general pointers for learning to negotiate:
Go in knowing your value:
Self-believe and confidence are key. You’ve earned a seat at the table. Understand the value you bring and make sure you prepare by having the facts that prove this.
Plan, plan, plan:
Fail to plan and plan to fail. Before any negotiation, it’s pivotal to know what outcomes you want to achieve. What’s the best possible ‘win’ for you in this situation? Now, how far are you prepared to compromise?
Put yourself in the other person’s shoes:
You need to understand the goals on both sides, so you have a complete picture of where mutually beneficial outcomes lie. Make sure you identify all the prospective issues both sides are juggling – having more on the table to discuss means more chance of finding common ground. Before the meeting, identify the other party’s key pain points you believe you can help solve.
Disarm through charm:
Don’t underestimate this one. By being extremely personable and owning the conversation upfront by asking your ‘adversary’ a personal question or remembering something about his or her life, you’ll immediately turn the mood to one more focused on collaboration and connection. Continuously ask questions to engage and show your willingness to find compromises. This will also help highlight what the other party values.
Really listen:
Far too many people make the mistake of failing to listen. Don’t be afraid to be quiet and hear what the other side has to say. In fact, silence can be an important tool. Give the other side some space to come up with their counter offers. This is key when bargaining.
Find the give and takes:
Inc suggests that when you ‘give’ something to the other side, you should always ‘take’ something in return. For example, if you concede cutting the rate for one of your services during Covid-19, you should be clear what value adds you’re taking off the table in turn. “Yes, we can do that, but it will mean this…” Negotiation is a series of trade-offs, after all.
Understand the decision-making process:
It’s very important to know how the person(s) you’re debating with makes decisions. That way, you can frame your arguments in a way that appeals to the decision-makers and their internal processes.
Conclusion:
Enrol today in USB-ED’s online course on Negotiation Skills, starting 12 May, in order to get the fundamentals in place. Learning to negotiate is one of the most important skills for any leader and business professional to master. It can be tricky to get to grips with all the intricacies involves. Starting your journey of being a negotiator extraordinaire may lead to even greater career opportunities in the future.
There is no doubt that 2020 will be a year to remember. Just four months in and the signs point to a steady downward trajectory for the economy. As budgets are slashed, the pennies that need to be pinched are often taken from learning and development goals. This may seem like the best choice to prioritise more immediate needs.
While a frugal mentality is necessary, investing in your own upskilling now could be the best investment you make towards your own personal resilience and adaptability in a tough time.
Why now is the best time to upskill yourself
The Slim Down
As we enter the Fourth Industrial Revolution, the pressing need to upskill and reskill work forces is a priority for many business leaders. With the additional stress of a worldwide pandemic, this need will be amplified as many companies are forced to streamline their workforce. Upskilling yourself now could be the best strategy so ensure you are a nimble and flexible resource – you need to make yourself as indispensable as you can.
“For workers who abruptly find themselves expected to take on the duties of downsized colleagues, upskilling is more than an engagement consideration,” said Carol Morrison, and Kevin Martin, who both have done extensive research at the Institute for Corporate Productivity (I4CP) on the people practices that drive high performance.
“It is a lifeline that turns an overwhelmed and unprepared employee into one with the knowledge and skills to take on new tasks confidently and capably.”
Online overdrive
For the last few weeks, businesses and employees have had a crash course in operating on an online platform. And this new skill set can be transferred to e-learning – if that works with the way you learn.
Erin Meehan, a Learning and Development facilitator at Ovations Technology, a digital innovations company, says there are two important things to consider when looking at upskilling opportunities. First, be honest about your learning style and what works well for you. “People learn differently: we are all unique individuals who benefit from different learning styles and retain information differently.”
Secondly, you must take a look at the format that works well for you. Are you available for scheduled weekly online classes? Do you prefer self-study at your leisure with open distance learning? Meehan says, “it is also important to understand the most suitable method of delivering training to ensure (you) achieve the best results.”
Technology high
With many working on their computers all day, you might need to focus on minimising screen time to avoid ‘zoom fatigue’ – a mental and physical exhaustion that some experience from using video calling constantly for work and social engagement. Luckily, Massive Open Online Courses (MOOC’s) provide upskilling courses through a variety of platforms so learning can be done in smaller doses.
USB-ED recently launched DigiBytes through their YouTube channel. They have curated a ten-minute video with information on the power of microlearning and how the international trends will impact skills development in Africa. For example, through research of 2500 companies, it was discovered that employee revenue increased by 218% per employee after engaging in e-learning solutions. Upskilling and reskilling will be a necessary function of all business growth strategies.
While the United States has been the forerunner of online learning platforms with $325 Billion spent on digital learning, Africa is expected to facilitate 55% of all learning through e-learning within the next five years.
Most MOOC’s are not accredited – which means your learning will not be officially recognised although you will gain invaluable insights and skills that will transform your work and show how well you manage change. But they are an easy way to test the waters and see if you can adjust to a more substantial course load with a certified institution.
Easy Transition
Some forecast that social distancing, to some degree, will remain for the foreseeable future. As the business landscape continues to change, various learning institutions are stepping up to the challenge with ‘blended learning’ opportunities.
At USB-ED we’ve seen the immediate need to change the dynamic of our executive education programmes so professionals can continue to pursue new qualifications while physical interactions are limited.
All face-to-face programmes have transitioned to remote learning until such time that the President, World Health Organisation (WHO), and the Center for Disease Control (CDC) deem it acceptable to resume normal activities. However, classes will keep to a live and synchronous schedule to enable classroom interactions and immediate engagement from the Learning Process Facilitators (LPF’s).
This formula will provide the opportunity of distance learning with the benefits of a highly collaborative online learning platform. A remote learning toolkit is also available to provide easy instructions and support for the technologically challenged.
Conclusion
In the new post-COVID10 era, upskilling will be the most important investment you can make. Enrol now in one of USB-ED’s many courses, such as Business Leadership and Management. After the lockdown, there might be a reduced demand in services which will create reduced productivity. By finding new ways to upskill or retrain, it can provide a positive and beneficial use of time to prepare for unforeseen developments. It is the kind of change management strategy we can all benefit from
As Alvin Toffler, Futurist, Business Leader, and Author of Future Shock said, “The illiterate of the future will not be the person who cannot read. It will be the person who does not know how to learn.”
USB-ED is fortunate to have access to more than 300 part-time faculty, consultants, business leaders and industry experts who facilitate on our programmes.
Today we would like to introduce you to Martinus Havenga.
What is the toughest leadership challenge businesses face today?
In the midst of the current COVID-19 pandemic the leaders of small business right through to mega-corporates are faced with the challenge of mere survival. Tough decision have to be made – preservation of life or survival of the business? Emerging from this dark moment, business leaders will be faced with a completely new world order where current business models will be obsolete and where new approaches to employees, profit, operational value chains and customers are needed. Innovative thinking will be needed to re-organise business so that everyone wins – indeed, capitalism needs a “human” face!
What is the most valuable lesson you have learned from a student to date?
Perhaps not from a single student, but from most of them. Keep the facilitation “practical”. Engage with the students in plain, easy to understand language and be sparse on high-end academic language. Let students internalise the material and lead them to a place where they can use their newly acquired insights to add value to their respective businesses – “An employee that grows, grows the employer”.
Who inspires you and why?
Former Pres. Barack Obama. Although inspired by his leadership qualities, it is his wit, humility and the art of communication that maketh the man! From a leadership perspective he is probably the biggest proponent of a “we-not-I” attitude. In his presidential farewell address he thanked his fellow Americans and simply repeated a quote from his inaugural speech: “I am asking you to believe. Not in my ability to bring about change — but in yours.” This belief in one’s ability to bring about change is so desperately needed in the world of today.
What attracted you to work with USB-ED?
As a rated institution globally, I can think of no better place to live my passion for talent and leadership development in South Africa and abroad. USB-Ed provides me with the opportunity to share my experience and insights gained during my corporate career of almost 25 years (inter alia at the IDC and the FirstRand Group) with students and business leaders.
Do you have a mantra or slogan that you live by?
“Doing the right things right”. Although not always easy, it remains a guiding principle that I try to live by.
What career advice would you give yourself looking back to when you started out?
“Don’t sweat the small things”. As a perfectionist I found it difficult to ignore the urge to “fix” everything! Although not a bad trait, balance is needed. Also, follow your passion in life regardless of the views of others.
Tell us about a book you have recently read?
During lockdown I have re-read “The principle of the path” by Andy Stanley. The book focuses on life-changing choices people make and the principle that “I always end up where the road I’ve chosen takes me”. This profound insight resonates with me from an economic perspective. Economics is about choice. In the harsh economic world that we live in today (and post COVID-19), difficult choices have to be made. However, all of us, including policy-makers, need to remember that we will ultimately reach the end-destination of the path that we have chosen. If we want different economic outcomes, then perhaps we have to make different choices (choose different paths)…!
All over the world, people are working hard to keep all the balls in the air. Working from home (or having to look for a new job) while trying to keep children educated, entertained, and fed can test the skills of the most talented multi-tasker. Add in the need to maintain relationships with your friends, family, and significant other and it can be extremely exhausting and overwhelming.
Ultimately, the aim for a perfectly managed lockdown life is not only impossible to achieve – it can be extremely harmful. For the sake of our mental health, we need to let go of perfection and start making time to work on ourselves.
This may be easier said than done, but there are ways to minimise mental fatigue and the frustration that might be bubbling under the surface. Now’s the time for some change management through self-reflection and non-traditional self-care… While adding another project or activity to our plates might seem like a recipe for disaster, when executed properly, learning something new can provide a structured way to ensure a feeling of purpose and fulfilment.
Why now is the best opportunity to adapt and learn
Some ‘me’ time
Pursuing a new skill or qualification takes the kind of time and commitment that you might not take for yourself for other, more indulgent activities. When you are watching a lecture, reading for an assignment, or participating in a classroom discussion, that kind of distraction is the break your mind needs to feel energised again. You have specific tasks and deadlines that can be the perfect distraction from the non-stop news cycle of gloom and doom.
This can also let you off the hook for the online social engagements that you don’t want to attend but haven’t had a viable excuse to decline. ‘I’d love to, but my study group meets at that time’ can be more palatable for your happy hour Zoom crew to understand than ‘I can but I don’t want to.’
Work Better
Albert Einstein played his violin whenever he was stuck on an idea. Sir Isaac Newton was sitting under a tree when he discovered gravity. Archimedes discovered the principle of buoyancy by taking a bath. For years, all great thinkers have known that the best way to find an answer is to stop thinking about it and do something different. Neuroscientists call it ‘Combinatory Play’ – aka finding the Aha moment.
Cognitively, being stuck in a rut can mean that your brain’s neurons are literally stuck in the same neural pathway (like a traffic jam) and this can prevent you from solving a problem. When you change to a new subject – like doing a Negotiating skills online course – you are re-routing these neurons to take new pathways ( or taking a less congested route), thus opening yourself up to those ‘Ahas’.
Keep Productive
Lower demand equals lower output. Economically, the workforce is taking a dramatic downturn. For anyone who has held a stable job for a long period of time, experiencing a decline in the amount of work we do, or the loss of a job can impact our self-worth in a big way. With so much of our lives in flux, we can quickly become despondent without activities that make us feel that we are a contributing force.
We need to be able to adapt to change. By exploring online learning opportunities, you are keeping your day productive and reducing mental stagnation. Finding a course with an interactive component – like scheduled and synchronous class times – can give much needed structure for your day (and a reason to change out of your pajamas.) There’s also an essence of hope when working on a new project. Achieving a new qualification can be the key to reorienting your mindset to be optimistic and enthusiastic about the future.
Conclusion
It may feel overwhelming to consider pursuing further education right now. But there will never be a perfect time to start working towards your dreams. At USB-ED, we offer personal development courses online in universally relevant topics such as Negotiations Skills and our Essentials of Coaching Programme.
These topics are beneficial to anyone wanting to pursue continuing education at a less stressful pace. These courses are also a part of our Executive Development Programmes so these credits can be added to a broader qualification.
The adage “smooth waters never made a skilled sailor” now rings true for all business leaders as they navigate the treacherous waters of COVID-19. The Botswana government implemented partial travel restrictions a few days after the first COVID-19 cases were confirmed within its borders.
A full state of emergency was declared for at least six months, with extensive measures added to minimise the spread of the virus. This speedy action has shown incredible rewards with only 15 confirmed cases and one fatality. (as of 15 April 2020)
As the world adjusts to the new reality, the time for strategic crisis management is now. As someone in a position of leadership, you will need to learn to steer through the murky waters of risk management with ease and be prepared for the unknown ripple effect a worldwide pandemic can create.
The following five steps can be used as guide to help you implement a new approach right now but can also be used to strengthen and expand an existing crisis strategy.
5 simple steps to effect crisis leadership
1. Gather an expert team
In 600 B.C. Cyrus the Great said, “Diversity in counsel, unity in command”. What the infamous Persian king meant was that it is imperative to have a team of strategic advisers on board to decide on a united course of action.
Appointing a tactical team to focus on agile decision-making processes during the crisis will give you much needed support and accountability. The qualities of a good leader are to manage how things will change for the long term. Being able to delegate will give you some time to manage stress and rest as needed.
Selecting experts with a variety of backgrounds, expertise and knowledge is a no-brainer. The best approach will come from creating a ‘War Room’ council, with individuals strategising as equals with little tolerance for egos or grandstanding.
The main goal is to be solution oriented. When you use an ‘if/then’ approach, your team can provide a framework for a solution that covers many scenarios e.g. If this happens, then this should be how we react.
You should look at the motives of anyone willing to be a part of your crisis teams. Anyone who stands to gain financially from decisions needs to be very carefully vetted for the role. It will be hard to keep the trust of your employees and the public if they feel that there is an ounce of deceit. Transparency in the selection process will be your best bet against corruption speculation.
2. Make a Decision
Time is of the essence during a crisis. There are countless important decisions that you will make on a regular basis with the help of key information, expertise, and opinions.
Peter Bregman, best-selling author of 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done, says that teams can struggle with coming to a speedy, harmonious decision. This can be time-consuming and counter-productive to the goal. Time management will be one of the most important leadership skills you can have during a crisis.
“Leadership teams tend to perseverate (prolong action) over this sort of decision for a long time, collecting more data, excessively weighing pros and cons, soliciting additional opinions, delaying while they wait – hoping for a clear answer to emerge,” says Bregman, who is a regular contributor for the Harvard Business Review.
There are several tactics that you can implement to create a decision-inducing environment. Bregman says the most effective way to avoid analysis paralysis is simple – create a deadline. Set a timer and at the appointed hour, make a decision. The benefits will outweigh the drawbacks.
“The time you save by not deliberating pointlessly will pay massive dividends in productivity.”
3. Act Quickly
South Korean and South African governments are now being lauded internationally for acting extremely efficiently in a bid to flatten the curve – with results that prove it was a well-executed strategy. However, at the time of their decision, many scoffed at their strict policies and ridiculed the idea of an unknown virus bringing the world to its knees.
Leaders have to find a balance between acting fast but not being reckless with spreading only half the story. President Trump once again found himself in a sticky position in early April this year when he declared that tech giant Google would be creating a site to help people know whether they should be tested for COVID-19 and assist them with locating a testing facility. This was not true.
A key component of crisis communication is reputation management. This kind of misinformation will simply take away any credibility that may have been garnered by previous positive activities, not just on a local level but globally too. Remember, what happens on the internet lives forever.
4. Communicate
Evan Nierman, CEO of Florida-based PR firm Red Banyan and a member of Entrepreneurs Organisation (EO) says that to control the narrative during a crisis, information must be proactive.
“A reactive communications strategy is a losing one, especially for anyone in crisis or an organisation trying to deliver its message in a time of difficulty.”
This can be difficult to do when trying to make sense of the chaos and implement plans but Nierman warns that not saying anything can be extremely detrimental because it “allows misconceptions and false information to harden”.
For those who already have crisis strategies in place, the rollout should be seamless. For those without a plan, one needs to be formulated at warp speed. Either way, it has to be executed perfectly. “The margin for error is non-existent.”
Amy George of George Communications says that information needs to be disseminated profusely, externally to your key audiences but also within your organisation. “If you don’t maintain open communication with your people, you are heightening your staff’s stress levels during an already stressful time.”
5. Post-event analysis
As soon as the crisis has subsided, your first reaction might be to sit back and take a break from the mayhem. But it is precisely at this moment that you will reap rewards by regrouping and do a thorough analysis of successes and failures with your ‘war council’.
Beth Doane, Managing partner of Main and Rose, says that a proper post-mortem of a crisis can have a positive impact on a business. “Cultivate a strong brand culture both internally and externally that elevates transparency, honesty, and accountability.”
By doing due diligence and vulnerability audits, the next crisis becomes easier to handle. “(By having) a clear plan and a designated team (in place) you can immediately jump into action.”
Because if there is one thing for sure, there will always be another crisis.
Conclusion
Leadership requires continuous education to keep abreast of best practices and new strategies for managing day-to-day activities and crisis management. USB-ED creates leaders that can interpret the challenges of globalisation with a strategic mindset.
The Senior Management and Development Programme is perfect for senior managers from all industries who want to develop foresight and navigate shifts in a continually evolving landscape.
No one could have prepared for the current turmoil the novel COVID-19 coronavirus has presented. Instead, as we rushed to finalise our new-year strategies towards the end of 2019, a hope that 2020 would be the year of ‘20-plenty’ prevailed. Yet, here we are, many working remotely while others scramble to align their business operations for a world gripped by uncertainty.
Already, businesses are closing, industries have been turned upside down completely, and hordes of people have been left jobless and without an income. Once the panic subsides and infection rates decrease, it will be time to rebuild our world.
But even before that, it’s imperative to have a turnaround strategy in place to try to foster business continuity and keep on going in extraordinary circumstances. Many South African businesses are doing just that and it’s inspiring to witness. Here are some of the basics of building a turnaround strategy in very tough times.
4 tips to approach your business turnaround strategy
Put a plan in place
While many of us are still coming to terms with a new reality of self-isolation, work-from-home (WFH) scenarios and social distancing, the South African government has not stood idly by. In fact, in 2016, the government passed the National Influenza Policy and Strategic Plan 2017-2021, which also outlines a potential emergency response plan for a situation such as this one. This shows proactive fore-planning.
As a business leader, try to use scenario planning to predict all possible futures that could impact your organisational operations and have contingency plans for each of the more likely ones. Define your strategic objectives – such as protecting your stakeholders (employees, customers, etc.), inform your key audiences what your plan is and outline specific actions that need to be taken, says Inc. Ensure all stakeholders know the plan and have input into it.
2. Create a solutions team
When a crisis hits, your employees will look to you as their leader. However, it’s important to remember to delegate. At the start of the COVID-19 outbreak, the Presidency tasked an Inter-Ministerial Committee to steer the country’s efforts against the virus. Last month, President Ramaphosa intensified these efforts by establishing a National Command Council.
The takeaway? Your business needs a small team of your most effective leaders across all levels to manage the situation. Cascade Strategy advises that the team should have clear authority and its role and purpose should be communicated to everyone in the organisation.
Small businesses need to pull together, with everyone involved in proactively coming up with creative business solutions. There should be frequent brainstorming sessions on ways to keep working within the confines of the COVID-19 crisis.
3. Curb your costs
According to the United Nations (UN) International Labour Organization (ILO), the Sars-Cov-2 virus, which causes the COVID-19 disease, could hypothetically cause around 25 million job losses. With South Africa’s economy already struggling and many people living close to the poverty line, the situation could be dire. TransCapital Associates suggests that businesses reduce their overheads and cut anything that is not essential to the operation and, ultimate survival, of the organisation.
Communication is key; having the hard conversations is an imperative. For example, offering your employees reduced salaries but secure jobs and explaining the reasons for this may be more appreciated than a severance cheque. You should also ensure you have cash flow for both the short- and medium-term to alleviate some of the pressure experienced during a crisis.
4. Share your plans
Once your plans for dealing with the current situation are in place, it’s time to communicate these to your audiences – which include your staff, suppliers and the general public.
As soon as President Cyril Ramaphosa declared the COVID-19 outbreak a national state of disaster, health club chain Virgin Active immediately implemented policies to ensure the safety of its staff and members, including options for pausing memberships, reducing the number of people allowed inside a facility to 100 or less, and upping its cleaning and hygiene protocols – all of which were communicated to members and the media as soon as possible.
As this demonstrates, it’s essential to make your key stakeholders aware of the issues presented by the crisis and the solutions you’ve identified to combat these. It’s also not a bad idea to over-communicate in times like these, especially when a situation could change course quite quickly, says Chron.
Conclusion:
Want to get a foundation in strategic thinking to help foster your turnaround strategy? USB-ED’s Project Management course provides middle to senior managers with the tools to assess and determine situations that can be incorporated into a strategic business plan.
