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DCE Magazine

CareerZOT Talk by Kathy Seaton

Fall 2020

Recovering from a Crisis

As leaders, we focus on continually innovating, driving revenue, and gaining market share.

“If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” John Quincy Adams

It’s just what we do—we’re programmed to perform like that. And we’re dedicated to working alongside our colleagues and teams to promote and foster collaboration.

But what if the reality of our day-to-day business changes? What if a pandemic occurs? And what happens when we’re all sequestered to work at our homes?

Even though the pandemic seems to be slowing down, we’re still facing real and significant disruption in our work environment and leading during this time is more important than ever. What’s even more difficult is that we don’t know what lies ahead.

Kathy SeatonAll of us are looking toward our leaders right now. We want reassurance, tips for managing this crisis, and, importantly, we want to know how to proceed with business as usual.

It’s going to require an evolution to create a work environment that works for all of us—today.

Leaders need to:

  • Set the Tone. The key to recovery is to establish a sense of purpose from the top down. Working together is important, so that the staff feels assured, empowered, and engaged. The goal is to stress open communication and define a spirit of accountability. It’s essential to reinforce the belief in the mission and your people—and this needs to be more meaningful than financial gain.
  • Act Decisively. Leaders are transparent and guide decision making—and they present opportunities—to everyone. They encourage open communication, act decisively, admit what they do know and what they don’t, and make it clear how and when they are going to present new ideas to move forward. And they make their decisions efficiently, understanding that in this situation quick response and action is imperative.
  • Make Predictions. Leaders plan. They don’t get stuck in the “now.” They plan for what we might call a revolution during these difficult times. They don’t think about what happened in the past—they create a strategy for financial growth to restore a sense of success.

This shall pass. And the future will be bright yet once again.

Read more at CareerZOT.