Tag: crisis

Strategic Thinking in Turbulent Times

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Written by Jennie Yelvington, MSW, ACSW, Program Manager, MSU HR Organization & Professional Development 

Strategic thinking has always been an important leadership skill, but as we make our way through the pandemic, it is a must. â€śA danger for many organizations is that in the rush to get back to business, managers will reinforce yesterday’s way of doing business when the world around them has changed. The challenge therefore for managers is to develop a clear view of what they need to change, why, and when” (Healey, May 2020). The temptation when stress and uncertainty are high is to grasp on to what you know. If instead you can embrace the unknown and expand your thinking, you’ll be further ahead.  

Fortunately, our brains are designed to help us with this. In normal times our brains work on default mode, with our routines and ways of doing work flowing without much conscious thought on our part. In times of upheaval, it is a different story. When your brain can’t make sense of the environment “it scours our surroundings, trying to connect the dots between ideas that were right in front of us all along, but that we just never noticed before” (Tasler, May 2020). It is precisely in these disorienting periods of fear, frustration, and loneliness that we can see everything with new eyes, lending itself to new opportunities.  

From Crisis to Strategy 

“Turning attention to the short term is no doubt essential to survival as we work our way through this crisis. However, at some point soon leaders need to turn their attention to the future state. Leaders need to actively start to assess the external environmental forces at work today that will shape their industry structural ecosystem tomorrow” (Hodes, May 2020). 

Here are some big picture questions to consider ensuring you have the right business model and capabilities for the post-pandemic era:  

  • How will higher education change? 
  • Will new funding sources be needed? 
  • Will customers and stakeholders require new or different ways to connect? 
  • What level of working remotely will be the new normal? 
  • How much faster will some segments of the university grow while others struggle? 
  • What do we as an organization do particularly well, and how can we deploy that capability to serve unmet needs?   
  • What existing or new technologies will be critical? 

As you ask yourself these questions, be sure to invite your colleagues into the conversation. Getting diverse viewpoints, experiences and perspectives strengthens the opportunity for creativity and ingenuity. The strategic choices we make today will be incredibly important as we emerge from this crisis so “take time to look across the internal boundaries of your organization and talk to colleagues who are in close contact with customers, suppliers, and emerging technologies. Now is the time to widen your information channels” (Healy, May 2020). 

Here are some additional tips to consider as you move forward: 

1) Upskilling may be needed. For a workforce to be agile, they need to possess the right skills and be empowered to utilize them. Strategic employee development is more important than ever, and that includes not only classes, but experiential opportunities that let employees spread their wings, test their skills, and make decisions. As a formal leader, you need to make sure that those granted decision-making authority have business acumen and understand the organization enough to make wise decisions, and have the needed leadership skills to bring ideas forward effectively. 

2) Reassess business priorities, given the new world. Look at your goals from last year. What worked well? What is no longer applicable? What have we learned? What will continue to be important going forward? What new priorities do we have given the situation and its impact? 

3) Don’t stay stuck on what was. Learn from the past and put energy into your vision of a different future.(Nevins, August 2020). 

  • What opportunities might exist in the industry? 
  • Based on what we know now, why have past strategies worked—not worked?  And can we re-frame how we think about the future based on those insights? 
  • What strategies have not been tried?  Why not? 
  • What do we as an organization do particularly well, and how can we deploy that capability to serve unmet needs?  (Especially if that skill or capability is hard for others to copy.) 

4) Think differently. Instead of thinking logically, practice thinking analogically, drawing lessons from one setting, and applying them to another. Going with the tried and true methods may not get you where we need to go now. Increased collaboration and thoughtful risk-taking may be in order.  

There is no doubt that this is a time of incredible challenge, while also one of tremendous opportunity. In order to be able to think strategically to effectively meet these challenges, it is imperative to assure that you are taking good care of yourself. These are not normal times, and it is easy to feel overwhelmed and off-center. Keep doing the things that you know can help you to be at your best: getting enough sleep and exercise, eating healthy food, connecting with friends and loved ones, all can help us to access the stamina and creativity needed as we move forward. None of us will be perfect, but together we can meet the needs of today while building an exciting future for MSU. 

Sources: 

Healy, M. (2020, May 28). Strategic Thinking in a Crisis. Retrieved September 16, 2020 from  

https://www.forbes.com/sites/alliancembs/2020/05/28/strategic-thinking-in-a-crisis/#17ce3a4e6be5

Hodes, B. (2020, May 8). Strategic Thinking for a Post-pandemic Era. Retrieved September 16, 2020 from  

https://cmiteamwork.com/blog/guest-blog-strategic-thinking-for-a-post-pandemic-era/

Nevins, M. (2020, August 12). It’s Time to Re-Set Your Strategic Thinking Post-Covid. Retrieved September 16, 2020 from https://www.forbes.com/sites/hillennevins/2020/08/12/its-time-to-re-set-your-strategic-thinking-post-covid/#23f3263f3801 

Project Management Institute. (2020, August 31). Change Makers Step Up During the Pandemic. Retrieved September 16, 2020 from 

https://www.reuters.com/sponsored/article/change-makers-step-up

Tasler, N. (2020, May 5). Is the Pandemic Making You Smarter? Retrieved September 16, 2020 from 

https://www.psychologytoday.com/us/blog/strategic-thinking/202005/is-the-pandemic-making-you-smarter

Connected Through Crisis: Why an Interdependent Approach to Leadership is Vital

Published on by MSU Human ResourcesLeave a comment

This is a guest post written by Jennie Yelvington, Program Manager for HR Organization and Professional Development.

We are part of a large, complex system and a network of teams has stepped up to address the multitude of issues that have arisen at this time. It is clear that no one unit or individual can solve these problems on their own. It’s not enough to just embrace that concept theoretically. We are called to share knowledge and build connection so that we can be as responsive as possible at this critical time. 

Here are action steps for you to consider:

1. Focus on Problem-Solving vs. Blame

When information changes at a rapid pace, mistakes will be made by you and others. That is our current reality even though we do our best. Be kind to yourself and others by moving quickly from the initial emotional reaction to a focus on problem-solving and the next steps. In many ways, we are learning as we go, and having a mindset that encourages learning from mistakes with less fear of failure can be helpful. Check out this upcoming elevateU Live Event on May 13 called The Get Better Mindset to learn more.

2. Maximize Strengths

As you go about assigning work at this time, think about who would most easily be able to carry out the work without having to dramatically expand their skillset. Everyone is dealing with a lot right now and efficiency will increase if we line up work in this way. When people do need to take on new tasks that have a learning curve, think about whether there are other colleagues who can help them get up to speed quickly and without judgment.

3. Reach Out to Colleagues

Connecting with colleagues across our networks is important for several reasons. First, it is a morale booster just to make that connection and share experiences. Beyond that, it may fuel new ideas, create opportunities to work together on projects and allow for sharing information regarding needed resources and the changing landscape.

4. Make Sure People Have What They Need

Gallup research late last month showed that only 52% of workers strongly agree that they feel well prepared to do their work. When you connect with your team and your boss, make sure you are sharing critical updates, reviewing material and equipment needs, connecting people with educational support like elevateU, and clarifying expectations in this unusual time. People may not just tell you if they don’t know how to do something. Make it safe for them to have the discussion. Equally important, don’t forget to check in on how they are holding up emotionally during this challenging time. Feelings such as grief and anxiety are common and empathy and compassion from a leader goes a long way.

5. Provide Context

Whether you are talking to your team, your leader, or other colleagues, it is helpful to share context. Starting a new project? Let others know why and what you are hoping to achieve. Assigning a new task? Be sure to share what problem you are trying to solve or need you are trying to fill. Asking your boss for resources? Let them know the impact you anticipate and how it will align with priorities. Sharing this information is likely to generate new ideas, prevent wasted time, and help people feel motivated to be involved.

6. Make Decisions without Certainty

In this rapidly changing time, we can’t stand still. Decisions need to be made without knowing exactly how the long game will play out and getting input from subject matter experts on your team and elsewhere can really help. Focus on doing the next right thing and be prepared to pivot as needed.

7. Deliberate Calm and Bounded Optimism

In the article Leadership in a crisis: Responding to the coronavirus outbreak and future challenges the authors highlight two important leadership characteristics. “Deliberate calm” refers to the ability to stay steady in a fraught situation and think strategically about how to navigate. It requires humility and being fully present. “Bounded optimism” refers to confidence combined with realism. Excessive confidence despite obvious difficulty results in a lack of credibility and being dismissive of people’s experience. Instead leaders should acknowledge the challenges while expressing confidence that we can find our way through together, and then listen when others offer ideas. Side note: in order to be able to do either of these, you need self-awareness and good self-care strategies. Taking care of yourself helps you to stay steadier and take better care of others. Consider utilizing the many emotional wellness resources available from the MSU EAP and Health4U.

This time calls on us to shift from being fiercely independent and siloed, to embracing interdependence and collaboration. With a shared appreciation for each other’s capabilities and experience, and an eye to how we can best help each other forward, we can meet the challenges before us today and into the future. Perhaps psychologist Erik Erikson said it best: “Life doesn’t make any sense without interdependence. We need each other, and the sooner we learn that, the better for all of us.”

The following books in elevateU may be helpful:

Sources:

D’Auria, G., & De Smet, A. (2020, March). Leadership in a crisis: Responding to the coronavirus outbreak and future challenges. Retrieved from https://www.mckinsey.com/business-functions/organization/our-insights/leadership-in-a-crisis-responding-to-the-coronavirus-outbreak-and-future-challenges

Harter, J. (2020, April 17). How Leaders Are Responding to COVID-19 Workplace Disruption. Retrieved from https://www.gallup.com/workplace/307622/leaders-responding-covid-workplace-disruption.aspx