{"id":15056,"date":"2020-07-23T14:44:42","date_gmt":"2020-07-23T18:44:42","guid":{"rendered":"https:\/\/sourcelive.hr.msu.edu\/?p=15056"},"modified":"2020-11-25T15:04:08","modified_gmt":"2020-11-25T20:04:08","slug":"navigating-through-crisis-to-reinvention","status":"publish","type":"post","link":"https:\/\/sourcelive.hr.msu.edu\/?p=15056","title":{"rendered":"Navigating through Crisis to Reinvention"},"content":{"rendered":"\n

Written by<\/em> Jennie Yelvington, MSW, ACSW, Program Manager, HR Organization & Professional Development<\/em><\/p>\n\n\n\n

Months into the COVID-19 crisis we have learned a great deal about the importance of resilience, agility, and supporting others as we navigate rapidly changing demands. The skills and mindset demonstrated by people at every level of the organization helped us move through the initial shock and make essential changes. As we move forward, with ever-shifting variables, it seems that a traditional change management perspective is inadequate. There is no clear end, and the normal we knew before won\u2019t likely return. That reality calls on leaders to attend to rapidly changing demands of the crisis, while also considering what reinvention will look like for our institution. While stressful, this provides an interesting opportunity for all of us to reshape our organization; leaving behind the practices and systems that don\u2019t serve us and generating new ideas for a better tomorrow.<\/p>\n\n\n\n

The authors in this Center for Creative Leadership (CCL) report warn, \u201cleadership teams will be tempted to avoid taking bold action and having the toughest conversations and will retreat to the closest thing to the status quo that they can find \u2014 but that will leave the organization weaker and less prepared for the future than it should be\u201d (Pasmore et al., 2020). There are many things we will have to do to help assure safety in the coming year. The question is, will we be able to stretch beyond mere compliance to take strategic steps to bring the organization forward in a significant way? All of us have a responsibility to that end, and leaders must be prepared to forge the path ahead in the following ways.<\/p>\n\n\n\n

  1. Build Trust<\/strong><\/li><\/ol>\n\n\n\n

    This recent Deloitte article<\/a> notes \u201ctrust is a catalyst of recovery\u201d and reminds us that \u201cresilient leaders need to inspire their teams to navigate through these significant COVID-related uncertainties. But great leadership requires even greater followership\u2014and followership is nurtured by trust\u201d (Renjen, 2020). Relationships are more important now than ever, and the actions we take with our colleagues, students, and community will either serve to strengthen or diminish trust. Transparency, candid communication, empathy, and compassion are vital to creating a sense of safety. With increased trust, people are more likely to step into the unknown and further innovation, something that is desperately needed at this time.<\/p>\n\n\n\n

    1. Provide Direction<\/strong><\/li><\/ol>\n\n\n\n

      It is imperative that leaders provide a north star so that all individuals involved understand where they are heading. While the situation continues to change and responses need to be flexible, a visible commitment to values, a vision for the future, and a drive to deliver on our mission can help guide decision-makers and help others see the opportunity in the crisis. In addition to direction, CCL points out that leaders need to assure there is also:<\/p>\n\n\n\n