Leadership During COVID-19: Leave 2020 Behind And Embrace the New Year
By D. Michael Wilson
The new year is bound to be a little different this time around. Instead of trying desperately to stick to our hastily thought-out New Year’s resolutions, we will be busy trying to navigate the year ahead and the hurdles it will throw our way.
Most of us spent the majority of 2020 simply trying to weather the storm of seemingly endless unfortunate events. We normalized working from home, adjusted to new safety protocols, suffered through layoffs, survived being home with the kids, and then we waited… and continued waiting for life and work to return to normal. And while 2021 brings hope of a better year — there is still a lot of uncertainty in the air.
As we gear up for the new year, I can’t help but reflect on what I have learned this past year and how it compares to what has traditionally worked. While I have had the privilege of serving as the CEO and President of several organizations during my career, nothing had prepared me for the current obstacles we face.
In November, I was appointed CEO of Prince International. Assuming leadership of a company when most interactions are virtual carries an entirely new set of challenges. Working 100% virtually has changed a lot, but the basic tenets of early leadership — connection, credibility, and communication, and ensuring you have the right people in the right seats — remain the same. I’ve previously written about leadership in a disconnected world. However, as we approach the new year, I wanted to emphasize specific actions that leaders (including myself) can focus on in 2021.
Make Connections But Do It Safely
When entering a new executive role, the first step is always the same: connecting with your team, your customers, and the company’s stakeholders. Traditionally, I’ve done this through a series of face-to-face interactions. COVID-19 put an end to that. So what to do now?
I have to admit, my first inclination was to hop on an airplane and start visiting sites. It is what I have always done. But you can’t preach “safety first”, then be the one breaking the protocols. So, instead of the in-person visits, we have conducted an on-going series of “town halls.” We started with the global organization, then moved to functions, sites, and teams. It hasn’t been easy, especially in an organization with locations on almost every continent. Still, the number one priority of every CEO today is keeping employees safe. These town halls have provided me with multiple opportunities to “meet” my colleagues without putting them at risk.
“The number one priority of every CEO today is keeping employees safe…”
The unexpected benefit of virtual meetings is that I can meet the team on a more casual basis; the professional barriers that come with traditional “meet the CEO” falls away, and I get to know my “real” colleagues. When I’m on a video call and get a glimpse of barking dogs or crying children, I can’t help but remember that we are all juggling a new “work-life” balance. Leaders need to remember the “we’re all in it together” mentality as we continue to adapt our leadership methods in the new year.
Establish Credibility & Earn Trust
Establishing credibility is a top priority for any new CEO. But how can a virtual stranger build credibility and motivate hundreds of people across an organization? One way is learning the business rapidly and demonstrating working knowledge, if not mastery of it. Leadership positions require you to begin making decisions and resolving issues from Day 1, and those early decisions should align with your values and focus.
This year, town halls enabled me to simultaneously learn the business and convey my leadership style while creating an open line of communication with employees. In 2021, leaders should continue to build trust and credibility by being accountable, sharing in necessary sacrifices, and keeping their word. Doing what you say you will do, goes a long way with building trust, confidence, and ultimately credibility.
Overcommunication is Key
This year there were a lot of questions at a time when no one knew the answers. The whirlwind that was 2020 left people feeling off-balance and with an almost insatiable need for communication. One piece of advice that I will follow as I welcome the new year is that overcommunication is critical.
“The whirlwind that was 2020 left people… with an almost insatiable need for communication.”
Leadership changes against the backdrop of COVID-19 is an intriguing challenge. This year, the pandemic drove changes in the external environment that, in turn, demanded dramatic internal changes to how we work. Periods of increased internal change demand heightened communication as employees worry about what changes mean for them.
As a new leader, I found my team was reassured when themes shared in one-on-one and small group interactions were repeated back in larger group settings. It rapidly established that I was not just talking but listening. It’s not a conversation if it is only one direction, and I plan to continue to overcommunicate as we navigate the new year.
Show Empathy Now and Always
As the pandemic carries on into the new year, CEOs must exhibit genuine empathy for employees and their ongoing struggles. Showing you care about employees can create tremendous goodwill that helps to maintain engagement and advance the company’s priorities.
“It’s important that CEOs exhibit genuine empathy for employees and their ongoing struggles.”
It was my fourth week on the job when I had my first one-on-one with a member of our leadership team who had recently recovered from COVID. Being conscious of our allotted time, she immediately launched into the topic at hand. I gently stopped the conversation, and we spent the next 10 minutes discussing her experience. Having done so, we had a much more meaningful business discussion afterward. Stopping to show understanding, compassion, and empathy has never been more critical for leadership, and it will continue to be in 2021.
Learnings for the New Year
To those of you who have been wondering how to lead your organization through another unpredictable year, I say forge ahead with purpose and speed. This is unfamiliar territory for everyone, CEOs included, but, to paraphrase an expression, “never waste a good crisis.”
The companies that have thrived through this crisis took bold action early and swiftly pivoted to operate in the “new normal.” Now more than ever, it is essential to create safe connections, build credibility, overcommunicate, and exhibit empathy. As leaders, it’s up to us to show our team the way forward and inspire them to greater things in 2021. I can’t wait.
About the Author
D. Michael Wilson serves as the Chief Executive Officer of Prince International) and as a director of ASP Prince Holdings, LLC. Prince (www.princecorp.com) is a leading global supplier of specialty minerals that bring color, energy and enhanced functionality to everyday products. From 2015 to 2020 Michael served as the President, CEO and as a director of the specialty chemicals company Ingevity. He has deep specialty chemical and minerals experience having also served in executive roles at Albemarle Corporation and FMC as well as the board of Vulcan Materials. He has also served on the boards of the American Chemistry Council, the National Association of Manufacturers, and the Philadelphia and Greater Charleston Metro Chambers of Commerce. Michael has also served on the board of a number of philanthropic organizations including The United Way of Greater Charleston, Philabundance, and the Philadelphia Art Museum Corporate Executive Board. He currently serves on the board of the Lowcountry Food Bank and is a member of the Governance Committee. In 2020 he established the D. Michael Wilson Foundation to benefit the Lowcountry Food Bank, the South Carolina Aquarium, and Reading Partners South Carolina, among other causes. The fund also provides support to the Plastic Free Waters initiative at the SC Aquarium. He has a BS in Chemistry and an MBA from UNC-Chapel Hill. Wilson has been recognized for corporate leadership in the Charleston Business Magazine. You can learn more about Michael’s interests and activities at www.dmichaelwilson.com.
Learn more about D. Michael Wilson’s philanthropy efforts at:
· D. Michael Wilson Foundation Website
