Leadership and telework


 

Today’s business leaders face great challenges in the face of the current global pandemic.

Covid-19 is altering many of our behavioural patterns at all levels: personal, social, family and also work.

The challenges of Leadership and teleworking

In the professional field, a way of working has emerged with enormous force that had already existed for years in other countries, but which in the UK was reluctant to impose itself: teleworking. Our culture, so given to relating socially, even at work, and with a high component of presence, was very reluctant for workers to carry out their tasks from home.

During the confinement we saw that we were capable of teleworking and that, on occasions, we even did it better than from an office.

In light of these new circumstances, a new concept of business leadership has also emerged. This has had to reinvent itself and change certain aspects in order to adapt to the new times.

In the current situation, it is even more necessary, if possible, for the current leaders to row the most and the last to leave the ship. In such a complex situation, with a deep social, health and economic crisis, motivation is key to keeping teams afloat.

By not seeing each other in person, but through a screen, direct contact is lost and also a lot of visual information, gestures, non-oral communication. Therefore, it becomes more important, if possible, what is said, how it is said and how it is done.

Characteristics of a leader

If they do not want to lose the rhythm of the current times, the new business leaders must have several characteristics:

  • Flexibility. In a situation as complex and novel as the one we are living in, it is imperative that leaders be flexible to the different personal situations that their workers with complex family situations may have.
  • Trust, autonomy and individual responsibility. If flexibility is installed in the company, then more autonomy and individual responsibility can also be given to workers. Leaders should have enough confidence in them to know that they will undertake their tasks regardless of the established schedules, in case they have to.
  • Listening and fluent, assertive and empathetic communication. To promote trust, empathic listening helps to understand current employee needs and new business challenges. A fluid communication, in which both parties can speak openly and without fear, listening to each other, is key to achieving the objectives.
  • Transparency and giving feedback. In this regard, it is also essential to speak clearly, perhaps if the company is experiencing difficulties due to the crisis, or also assertively commenting on the performance of the workers and helping them improve.
  • Motivating closeness. It seems that there is nothing more difficult than closeness today, when we are separated by miles of physical distance and each person is at home, without direct contact with colleagues and superiors. However, this lack can be filled with an attitude of greater personal closeness, if possible, than when working in person. A closeness that is at the same time motivating, given the harshness that this situation of certain isolation in homes can entail at certain times.
  • Cooperation and team spirit. Following the line of the previous point, leaders must foster cooperation and team spirit more than ever, making their workers feel that they are part of the same boat and that they are all rowing together in the same direction.

And, of course, treat your employees as collaborators, all with the same value, even if they perform different functions within the company.

One of the many lessons we can learn from this crisis is that certain jobs that were relegated to the category of “secondary” are actually essential for our survival. And those people are also, a little bit, leaders.

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