I coach and train many leaders. It’s usually on how to develop as a leader and be better at it, delivering stellar results and growth and all that sort of Quadrant 2 discretionary time stuff. Helping them make space for coaching, development, planning and strategy and more. All the cool things leaders do with their people to help them grow (amongst other things). Sometimes it’s time they don’t realise they have, so we work on that.
And we aren’t in that space right now.
For as leaders, we need to remember that there is a Quadrant One to Stephen Covey’s model as well. It’s the space we do our best to avoid in ‘normal’ times, because we try to shift stuff from there where we can. Avoiding crises and leading our work lives from there too much. Too often.
And it can be done.
As I remind my clients, when the fire alarm goes off, get out of there. Quadrant One time is exactly there for that. For a leader to focus on sorting out the critical challenges when they need to. In an earlier article, Coronavirus – Leadership Priorities if There is a Crisis, I explained what leaders need to do when this happens. Drop all of that ‘choose to do’ stuff and focus on priorities.
And it’s alright – indeed vital – to live in there for a while.
If you understand the concept of Quadrant Two, you will have spent time creating trusting relationships with the people in your teams over months and years. If you spent that discretionary time wisely, you will be better placed right now to do the best for your people – which is the best for your organisation too.
You all need to be focused on the same page, to deliver your best through a very challenging time.
For what is needed now is you to lead your people as people, and not focus on the longer-term growth opportunities, for they need your help. You need to use your Quadrant Two – people-based, supportive and empathetic abilities – to deliver through Quadrant One crises.
Your role, right now, is to appreciate their needs through such times of fear, extreme challenge, ambiguity, chaos even.
And here are the ways you can best serve them: –
1. Keep in touch, even more than usual. They need to have someone who cares about them. They need to feel loved at work.
2. Give clear information, where you can, often, and consistently. Every single day where you can. Don’t forget, or miss them out. They need you.
3. Listen to them. A listening ear in these trying times is so, so valuable. Don’t underestimate it, even if you can’t soothe their worries, actively listening to them is often all they need. You have two ears and one mouth, use them in that proportion.
4. Focus them on what is within your and their control. What they have within them to control. Each of you. Model this yourself. Relax into the short-term problem solving and help them find the same opportunities. Yes, coach them! It’s OK when the situation demands it. Ask ‘What CAN YOU DO, right now?” to get at least some control back.
5. Appreciate differences. When you listen, you will need to understand that everyone will feel differently. Different from you and different from each other. Your behaviour needs to be adaptable and flexible as often as you need to.
Above all, know that your people need your support; your empathy; your encouragement and your personal leadership style to make the very best of a challenging situation. These very Quadrant Two skills are completely applicable in tough times.
In almost every change situation, we start with the shock and surprise of the news. Then we move into the unknown, leading to fear and worry about how it will affect us – how we will survive it in one piece even. Your supportive availability during this period where there is a lot of ‘not knowing’ is utterly vital.
Then as the seeds of survival begin to appear, you will have helped them through to the place where we can all breathe a little more easily, brush ourselves off and look forward to a new horizon and new opportunities.
Your people want you.
Your people need you.
Be that leader.
