Implications of Social Distancing on Leadership
In the midst of the unsettling world of COVID-19, people are finding themselves in unchartered territory. Restaurants are shuttered, schools are closed, sports and performing arts events have been canceled, and routines once defined by daily human interaction now rely upon technology to stay connected. The term “social distancing” is now a part of our collective lexicon, and “quarantine” is used to connote both protection and prevention. The vast majority of the population is practicing behavior for the collective good; reducing our contact with other humans mitigates risk, particularly for those most vulnerable to the disease, and gives our health care system the greater ability to treat those affected.
As I spend my days in virtual board meetings, we discuss topics of business continuity, community outreach, employee/contractor assistance, and safety in the workplace. In spite of a collective concern about world markets for an unknown period of time, I’m heartened to hear compassion and integrity from CEOs, executives, and board directors focused on doing what’s right. But while I listen to these productive conversations, I can’t help but think about new challenges that are emerging in our connected-but-isolated world.
The novelty of a “shelter-in-place” environment creates a new reality with immediate upsides. Air quality is better, Venetian canals are clear enough to see fish, and we aren’t spending as much money on commuting or eating out. But as the novelty wears off, leaders both in their workplaces and in our communities will face a different set of challenges brought about by the lack of eyeball-to-eyeball interaction, and the impact of leadership will become more important.
Inside our Organizations - Creating and Sustaining a Healthy Work Culture
The work-from-home (WFH) phenomenon is new to many. Those who grew up with a model valuing “face time” may find it difficult to imagine that any real work can get done outside of the office. They may be aggravated to hear the dog barking in the background of a conference call or roll their eyes to see a toddler running into mom’s or dad’s office during a video conference, but they are in the minority. Most people are not only fine with this business approach but perhaps saying, “It took a pandemic for my boss to trust that I can get my work completed while a load of laundry is also getting done”. In some ways this could be a bit of a welcome break. With a reduction in long commutes, and increased time with family at home, “work-life balance” is becoming more manageable as the two entities blend together. Meetings are more efficient with people less likely to pontificate on a conference call, and experienced telecommuters know that socializing only happens if you dial in five minutes early.
One thing that may suffer, however, is organizational culture. Culture defines how people act, how they resolve conflict, whom they trust, and to whom they turn when challenges arise. Strong cultures are built when people have shared context, form relationships, solve problems, and learn acceptable ways to react to both verbal and nonverbal cues. In great organizational cultures people show they care, take time to listen, and reach out to one another in times of personal stress.
This is tough to sustain over a long period of social distancing. How will people stay connected to one another? Will they still feel part of a team if they don’t see one another regularly? How will they know the financial health of the organization? Will they worry about their jobs? During a time of crisis, leaders spend a great deal of time with their boards and executives keeping business on track and taking measures to mitigate risk. However, as the period of uncertainty continues, they and their teams must be able to take the pulse of the wider organization.
Things to do:
Provide context. Hold virtual town halls. People need to see their leaders during times of uncertainty! Providing people with information about what the company is doing to stay safe, work with customers, and help in their communities will keep employees engaged and connected. If possible, open up to Q&A, allowing employees to ask questions in real time. By using technology, there is safety in the anonymity of questions being asked during difficult times.
Communicate your actions. You are doing things in a crisis. You may need to tighten controls, reduce variability, manage your brand. People may not understand until you let them know why, and your actions can easily be misconstrued when you alone are privy to information. Take time to share and bring the team along.
Look in on employees who are new to the company or to a job. Nothing is worse than joining a company, or being sent on a new assignment, and then not being able to integrate. Check in with those who are still learning the ropes and make sure they feel looked after.
Create virtual social get-togethers. Many organizations are holding virtual happy hours, celebrating milestones, and recognition events. Share how your organization is working with the community during these times. The importance of social interaction is part of a healthy culture and breeds trust and familiarity and can spur innovation.
Outside in our Communities – Looking out for the Isolated
In our wider community, social distancing exacerbates the isolation of many segments of our population. Nothing can be more frightening than living through uncertainty alone. Whether they are young adults living alone away from families, single parents bearing the weight of raising kids on their own, or seniors living in isolated communities, this is a time of great stress and loneliness. In spite of the availability of television shows, podcasts, and social media, a world without positive human contact can be debilitating. In the interest of preserving physical health, we run the risk of creating a mental illness pandemic.
Particular groups at risk:
Senior citizens. Those who are living alone in their homes or in senior care facilities are likely experiencing the greatest level of loneliness in their lives. Many senior care centers are no longer holding meals in common areas, and having people dine in their rooms. With visitors not allowed, they are effectively confined prisoners in facilities. The added complication of dementia in the senior population creates even more confusion and misunderstanding on the part of residents, and frustration and stress for their caregivers and facility workers.
Caregivers. Whether they are taking care of special needs children, an ailing spouse, or elderly parents or friends, they will be particularly stressed. The ability to find respite in the current environment is virtually impossible as change to regular routines of eating out, visiting activity centers, or going to the gym have all been disrupted. Offering to run to the store or have a meal delivered can go a long way to provide support and friendship.
Children. Regardless of how much kids enjoy time off from school, the sustained change to that familiarity and routine is unsettling. As much as kids pick up cues from their parents, there is likely a degree of stress and fear that they are not expressing. Spend time allaying their fears and find projects to help others.
For leaders, this surreal temporary world brings new challenges to organizations and our wider society in the coming weeks and perhaps months. As social distancing impacts a cohesive work culture, it also impacts those who find themselves living in isolated environments, experiencing tremendous stress and loneliness. As medical experts seek resolution to the virus, great leaders in organizations and in our communities need to think about how to combat these social challenges. As we create distance for physical health, we must remember that isolation threatens the very thing that makes us uniquely human – the ability to interact with one another through friendship, empathy, and compassion.