It is the accumulation of these five proven actions that will reduce tension, feelings of insecurity, and address performance and negative team dynamics during a crisis.
Editor's note: Pierre Monice, FACHE, MBA, is the Senior Vice President and Chief Human Resource Officer at Trinity Health.
As we usher in a new year, it is difficult to overlook the impact 2020 has had on our lives. The COVID-19 pandemic has forced leaders to think outside of the box to redefine the status quo. This unprecedented crisis has required leaders to adopt a dynamic responsive approach to this evolving new environment. Now more than ever, employees need leaders who can reinvent business processes and workflows.
In addition to the innovative thinking needed in healthcare and various other industries, there is a common theme that cannot be overlooked: people matter. Dare I say, the engagement and well-being of our employees matter now more than ever.
In my role as a regional SVP and Chief Human Resources Officer for a large national healthcare system, I have been charged with leading and building a team in the midst of the COVID-19 pandemic. Here are five proven steps I recommend to successfully lead your team through a crisis:
Honor the commitment and sacrifice of your team: As a leader, aim to transcend professional boundaries to become as relatable as possible to your team. Sympathy and empathy are two of the best forms of motivation for your staff. Identify the dangers and difficulties of your entire staff, not only for themselves, but also for their families. A few words of appreciation, honor, and respect will go a long way as they work through a crisis.
Communicate with transparency: Communication is difficult during a crisis, but effective communication is essential to reduce gossip or rumors. Conduct face-to-face meetings with colleagues whether virtually or through socially distanced measures. This shows that you are committed to keeping your team informed. It also shows that you care about their well-being. An informed professional takes better care of themselves and patients. Remember, regular repetition and amplification of information via multiple channels help the retention of your message.
Build resilience: Anxiety is extremely contagious. Healthcare professionals are humans, too, and are at the same risk of contracting the disease or its mental impacts. Not all healthcare workers have the luxury of working from home. Conducting a few minutes of coaching and therapy sessions as part of regular work activities can help in building the much-needed mental resilience and cohesion among the team. Working from home can also add a new element of stress and anxiety among employees. As leaders, it is vital to ease the physiological burden associated with working from home. Unexpected disruptions are okay and understandable. Setting expectations around camera usage can prove to be extremely beneficial (e.g., just because employees are working from home doesn’t mean they are always camera ready).
Be mindful of when you schedule meetings for your virtual teams. Avoid common mealtimes and encourage breaks and family time. Studies have proven that virtual workers can be more productive; however, they are at a higher risk of burnout. Leaders must be aware and foster an environment of balance and selfcare.
Listen, then act: Allow colleagues to express and share their on-the-ground experiences. They are the foot soldiers in the war against COVID-19. Give them an ear before giving them a thought. Town halls and open forum meetings are effective only if appropriate follow-up actions and communication occur. When a leader fails to share updates about topics and issues raised, the culture is negatively impacted.
Be open and honest: The key to being open is for leaders to be present, visible, and available. It is essential for you to first acknowledge the crisis and communicate your availability, along with your best source of contact, to your teams. Leveraging multiple communication platforms is vital. And don’t forget to provide the frequency with which you can provide updates. When leaders do this, their teams feel confident that things are under control and that they will be fine.
It is the accumulation of these five proven actions that will reduce tension, feelings of insecurity, and address performance and negative team dynamics during a crisis.
Pierre Monice, FACHE, MBA, serves as Senior Vice President and Chief Human Resource Officer for Trinity Health, one of the largest multi-institutional Catholic healthcare systems in the nation, serving diverse communities (30+ million people across 22 states). Monice is currently leading the newly formed Midwest region, consisting of Ohio, Indiana, Illinois, Iowa, and Nebraska. He is responsible for 13 acute care facilities, representing $5.5B in net operating revenue and 31,000 staff members.
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