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7 Leadership Traits For The Post COVlD-19 Workplace Dana Brownlee - May 7, 2020, 5' i..'..u.us \" -m- ". . r I \\. On Tuesday, Aprrl 14, 2020, New York Governor Andrew Cuornc gave his darly press brieng amrdst the [+1 Nurphclo via Getty Images COVlD-19 has not iust changed the world but also changed the DNA of our workplace ecosystem in many ways. Our leaders must change as well to lead effectively in this new era. If this pandemic experience has taught us anything, it's that leadership matters and for many organizations facing decidedly fragile futures, it may matter now more than ever as the country tries to emerge from forced hibernation and rebuild a broken economy. Throughout this tragedy, we've witnessed certain leadership traits and approaches that may have made the difference between life and death. Similarly, our organizations will require distinct leadership traits to restore and revive stressed and flailing supply chains, product lines, even entire industries. #1 Gander My definition of candor is honesty without ambiguity. While honesty has always been an important leadership trait, this moment requires another level of honesty candor. Arguably, the best antidote for a workplace climate of anxiety and cynicism is candor. People respond so much better to the known (even if the news isn't great], than the unknown (which tends to fuel more anxiety] or even worse misleading half-truths or irresponsible optimism (which can irreparably damage trust long term). Many would argue that it was actually the Coronavirus Task Force's candid, sobering presentation of models tragically projecting 1009007240900 American deaths that provided the impetus needed to create widespread buy in for social distancing efforts and greater tolerance for the subsequent economic impact. Indeed, the news in this case wasn't good, but that clear and candid dose of reality seemed to be not just effective but also necessary to build consensus. #2 Consistent Reliable Fact-Based Communications #2 Consistent Reliable FactBased Communications During this pandemic, there hasn't been much that I could count on consistently, but for several weeks, I developed a habit of stopping for a few minutes around noon to hear New York Governor Andrew Cuomo's daily, fact filled matter of fact style COVlDi9 briefings. Governor Cuomo has garnered praise forthese briefings where he methodically provides fact based updates then responds to a wide range of journalists' questions with the support of his team of experts and clearly competent staff. Unfortunately, his briefings have stood in stark contrast to the oftentimes dysfunctional atmosphere of the White House Coronavirus Task Force briefings where President Trump frequently demeans and attacks reporters, contradicts task force experts (or even himself], provides misleading information or responds to questions clearly better answered by those in the scientific community. While the administration's Coronavirus Task Force should clearly be commended for holding regular briefings, the content and tone of the briefings matter as well. The takeaway for leaders having consistent, reliable fact-based communications will be a key ingredient for bringing organizations together and reducing workplace anxiety. A5 workers return to the workplace amid the novel coronavlrus Dandemi vill be Important lnat [] Gem #3 Empathy Leaders often wear many hats and certainly as workers return to the workplace, leaders will become counselor in chief in many ways. Indeed, this tragedy has touched so many in such profound ways that many workers will be essentially working while grieving. Leaders (at all levels of the hierarchical food chain) won't just need to have a natural sense about when a particular team member may need to be referred to Employee Assistance Programs (EAPJ for counseling, take a break from a meeting that's degenerated into dysfunctional conflict or even just need some heartfelt words of encouragement at the end of a long day. They'll also need to tap into a keen level of sensitivity as they consider changes to long standing policies and processes (eg. sick leave, time off, telecommuting, etc.) to better fit their organization's (or their industry's] new normal. For leaders who aren't naturally empathetic, they should surround themselves with others who can help fill that gap. Unfortunately, iust a few tone deaf, insensitive responses or decisions can have tragic consequences with an organization's understandably fragile psyche during this time. #4 Managing Hybrid Teams One of the few bright spots of this unintended remote working experiment is that for many organizations, they've learned that they can reduce costs and create efficiencies by developing and supporting a more extensive virtual working infrastructure. Furthermore, as many workers have now grown accustomed to eliminating their commute or spending additional quality time with family, teleworking expectations will likely increase. ButcherBox's Founder and CEO Mike Salguero insists that ButcherBox is reconsidering what their workplace will look like going forward. \"We were in the process of looking for new office space, or renovating our current space, and now our conversations around that space are shifting to thinking about a flexible format - less about dedicated offices and desks and more about collaboration space, meeting and large conference spaces," explains Salguero. Managing hybrid, non co-located teams doesn't iust require changes in facilities, but also a shift in mindset and even day to day operations. Project Management Institute President and CEO Sunil Prashara warns that virtualjhybrid teams require a different style of leadership. "If you just sit back and don't bring your virtual teams together regularly, work streams will fall apart," warns Prashara. #5 Flexibility and Adaptability Weeks before the country began to shut down, most leaders couldn't have imagined such a drastic widespread action. In this case, being an ostrich leader could have easily meant the difference between life and death. Faced with unprecedented uncertainty, leaders will need to avoid the temptation to "stick with a decision" in an attempt to appear decisive and instead be willing to regularly review new data, information and feedback and change course if necessary. While businesses may resume operations based on a logical, clearly thought through plan, if (God forbid) their building experiences an outbreak for example, they will need to be mentally poised to dramatically shift course irrespective of the formal policy they may have just rolled out or spent countless hours developing. Indeed, for these leaders any delay in changing course can have drastic consequences for the viability of their business if not the health of their staff. #6 Humility Leaders unfortunately are often expected to know it all and make perfect decisions, and the obvious truth is that they're just as human and fallible as anyone else. In these unchartered waters one of the biggest mistakes leaders can make is pretending they know more than they do or making decisions relying only on their instinct or previous experience. Whether it's knowledge related to public health science, modeling, statistics, human resources or even legal issues, leaders will undoubtedly find themselves needing to rely on expertise that they don't themselves have in order to make the best decisions for the broader organization. As a result, humility will be a huge asset. It takes a strong leader to respond to a difficult question with "I don't know, but I'll find out" or step aside from the podium and allow an expert to field most of the questions, but as this pandemic continues to unfold, that may be just what's required. #7 Active Listening As leaders return to cubicles, elevators and conference rooms filled with an undercurrent of anxiety, it may be just as important for them to listen as to lead. Indeed, this may be one of those rare situations where hierarchy matters less and mass opinion could actually dictate next steps for the organization. While leaders debate the appropriate timing to open schools and businesses, others point out that customers and parents might be the real decision makers. Similar questions loom in the business arena. Can the business reopen in the traditional sense if workers or customers don't feel safe and simply refuse to come? The decision about reopening is just one of many that are best made when the leader has hislher ear to the ground and is well aware of staff concerns, priorities and ideas. For example, to inform their layout planning decisions, ButcherBox CEO Mike Salguero plans to survey employees to gather their feedback on the right \"officeelecommute mix." While leaders will certainly still need to make hard decisions and won't please everyone along the way, making well informed decisions will be key. Indeed, there is a difference between listening and waiting to talk and for many leaders, their ability to shift gears into \"listening to understand" versus \"listening to respond" will be a key ingredient for their success. Admittedly, these aren't the only traits that matter for leaders during this pandemic, but these are seven critical ones. Many of these traits are traditionally viewed as tertiary, nice to have qualities, but in this unprecedented time, they will become absolutely necessary for leaders to lead organizations through a time of inconvenient uncertainty and collective trauma. Indeed, this type of leadership won't just be required at the top of the organization chart but at every level of human interaction. Coronavirus: A Case Study In Women's Effective Leadership Sian Beilock - Aug 4, 2020, Women loaders new: = id out during th d 19 pandemic. :3 1-} As we look back on, chronicle, and interrogate the current pandemic for years to come, one thing will surelyjump out: the undeniable value of having women in leadership roles. Across the globe, female leaders still only govern about of the world's population. But the Covide19 pandemic ha :. d that women in power can accomplish a great deal in a crisis, not least of which has been to flatten the curve. Hopefully, this will be the turning point , when it becomes impossible to ignore that women are as capable and effective in leadership roles as their male counterparts (and some have argued more so). The global health crisis is dismantling the stereotype that men are be: or SUlLQd to take charge by showcasing some of the characteristics that highly effective women leaders tend to possess. Creativity, decisiveness, collaboration and transparency are among the qualities that define truly great leadership. But they aren't always recognized or appreciated in women. For example, r ch 5 that when men and women display identical levels of creativity, men are evaluated as being more innovative and considered more deserving of praise and reward. Women's creativity just isn't seen for what it is or touted tothe same extent as men's creativity. And though decisiveness is appreciated and lauded in men, proiecting authoritativeness though decisive action is often ii owed a, irrogarir women engage in it. Female leaders may be somewhat more likely to receive recognition for their enthusiastic rmllnbcuraticm and willingness to be Iran There is little doubt that all of these qualities, which research shows can be critical for success, are embodied in today's female leaders, including heads of state. Many notable women have leveraged them to capably govern their people through the current pandemic. Here are just a few examples: Creativity - Sheikh Hasina, the prime minister of Bangladesh, had the foresight to protect her country's 161 million people by harnessing technology. Devices installed at international airports in her country have screened more than 650,000 people, which led 37,000 to be immediately quarantined. The longest- serving prime minister in the history of Bangladesh {currently serving her fourth term], Hasina was named to Foreign Policy's list of the "Top 100 Global Thinkers" of the present decade. In early February, she began evacuating Bangladeshi citizens from China. Soon after, she closed educational institutions and nudged all non-essential businesses to go online. The World Economic Forum labeled her response \"admirable" because she anticipated the economic devastation that a lockdown would cause. On March 25, Hasina announced a $590 million bailout for the 4 million garment workers who lost their jobs as a result of international fashion brands canceling orders during the pandemic. Creativity is an important quality in a leader because it enables quick thinking and creative problem solving during a crisis. Decisiveness Tsai lngwen, president of Taiwan, through swift action, has halted the virus\" spread among the Taiwanese without the maior disruptions in daily life that have been seen in most other countries. The speed with which she implemented travel restrictions and instituted health checks as well as specific approaches to case identification, containment, and resource allocation have allowed the island of nearly 24 million people to avoid lockdown. In late December, travelers on flights from Wuhan to Taiwan were checked forfever and pneumonia symptoms and instructed to quarantine at home, which was iust one of more than 124 action items she's taken to contain the virus. Under Tsai lng- wen's leadership, Taiwan has earned global praise for its handling of the crisis and become a model to emulate. Decisiveness shows confidence and strength. And leaders who are able to make good decisions in the face of uncertainty are a great comfort to those who follow them. Collaborativeness and Transparency - Angela Merkel, chancellor of Germany, didn't sugarcoat the risk that the novel coronavirus posed to her people. She worked closely with experts to understand the full scope of the situation and was honest and straightforward with Germans from the start, giving them the hard truth back in early March that 60 to 70 percent of the population could be infected. \"It's serious," she said, \"take it seriously." The chancellor could have downplayed the risk, but instead, she let her people know that the virus is highly contagious and that all the government can do is slow the disease's spread so it doesn't overwhelm health services. Merkel, perhaps because of her background in science she has a doctorate in quantum chemistry respects facts at a time of widespread disinformation, which helped ensure the vast majority of Germany's 83 million people followed recommended safety guidelines. When leaders collaborate with subject-matter experts and embrace transparency it provides a foundation for trust and inspiration. These women, and many others like them, have long demonstrated qualities that we value in heads of state during difficult and uncertain times. The pandemic is providing further proof that women are capable and effective leaders. By now, one thing should be abundantly clear: There's no justifiable reason that 93% of the world's population should be governed by men. Let's work to change that. COVlD19: A Case Study in Effective Women's Leadership [WLOs: 1, 3] [CLOs:1, 4, 5] For this assignment. you will choose one of the three leaders presented in the Coronavirus: A Case Study in Women's Effective Leadership article and discuss their leadership during the COVI 0-19 pandemic. To inform your analysis of their leadership in action. you will need to nd one additional credible source about your chosen leader and her leadership during the pandemic. The three leaders mentioned in the article are the following: Sheikh Hasina Tsai fngwen Angela Merkel t. '- Prime Minister of Bangladesh President of Taiwan Chancellor of Germany Prior to beginning work on this assignment, Read Chapter 1, Chapter 3, and Chapter 4 of An introduction to Leadership. Read Coronavirus: A Case Study in Women's Effective Leadership i=5. Read ? Leadership Traits for the Post COVID-l'? Workplace i=1). Decide which of the three leaders you are interested in writing about, and find one credible source on this leader or her actions during the COVlD-19 pandemic. In a three- to ve-page paper, 0 Briefly describe the world leader you choseeHasina, Ingewen, or Merkel. 0 Discuss \"why leadership matters\" in the leadership example you chose (Author, Year, p. X). 0 Describe three to four traits or behaviors you observe in that world leader. 0 Describe her leadership approach, based upon leadership approaches outlined in your readings. - Assess whether Hasina, lng-wen, or Merkel is an effective leader based on your research. The COVID-19: A Case Study in Effective Women's Leadership assignment 0 Must be three to five pages in length (not including title and references pages) and formatted according to mm E- as outlined in the Writing Center's APA Formattingfo_r Microsofm E: 0 Must include a separate title page with the following: Title of paper in bold font Student's name Name of institution (The University of Arizona Global Campus) Course name and number Instructor's name Due date 0 Must utilize academic voice. See the Academic Voice Ei resource for additional guidance. O O O O D 0 Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper. a For assistance on writing introductions .9 Conclusions l=-l-) and Writing a Thesis Statement l='., refer to the Writing Center resources. 0 Must use at least one scholarly, peerereviewed, or credible source in addition to the course texts. a The Schoioriy, PeereReviewed, and Other Credible Sources i=1 table offers additional guidance on appropriate source types. If you have questions about whether a specic source is appropriate for this assignment. please contact your instructor. Your instructor has the final say about the appropriateness of a specific source. a To assist you in completing the research required for this assignment, view Quick and Easy Library Research Ea tutorial. which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips. - Must document any information used from sources in APA Style as outlined in the Writing Center's APA.' Citing Within Your Pam Ep - Must include a separate references page that is formatted according to APA Style as outlined in the Writing Center. See the APA.' Formatting Your References List Ea resource in the Writing Center for specications