Ed Manfre is a partner in the Los Angeles office of Heidrick & Struggles and a member of the company's consulting branch.
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At a recent meeting of a client executive team, the CEO summed up the mood of the economy and a potential solution in under ten seconds: There is so much uncertainty right now. People don’t know where to turn or who to believe. They need to hear from us. We need to meet them where they are and create a way through it together.
It’s hard to overestimate the feelings of concern and confusion among employees right now.
Johnny C. Taylor, president and CEO of the Society for Human Resource Management, underscored this in a recent speech by stating that “more than half of your people are thinking about leaving you, and it’s often because of your culture. Your employees do not feel heard or seen.”
While you can argue that leadership is always important, these are the times when it really counts. To meet the moment, lofty, long-term strategies won’t cut it. We need to focus on tangible actions we can take as leaders now to improve morale and the sense of human connection that’s been lost.
As I often say to leaders, “Do little things and big things happen.” So let’s explore a handful of practical steps you can take to lead more positively and show you care. Here are three defining moments to strengthen your leadership shadow.
Moment One: How Are You?
The most common answer right now is, “Busy!” Don’t fall into this trap. This projects the hive mentality and plays into the always-on anxiety people feel from other leaders. Instead, treat each response with more intention, understanding that the words people hear define your leadership brand over time.
I advise leaders to think just as much about the receiver. How you respond will be viewed as a template for others. They notice your sense of honesty, how long the response is and whether you have an interest in them. One leader I know decided to aim for a mix of candor and optimism. For example, on a tough day: “Been an interesting week for me, but I see a few things that might change the dynamic soon.”
The most important part of this exchange is asking the question back and listening fully to the response. People will remember when you are present as opposed to going through the motions.
Moment Two: Weekend Or Off-Hours Activity
Depending on your industry and position, there are off days. Whether it’s the weekend or otherwise, know that any non-urgent or prearranged work action you take on those days sends a clear message to your people: I’m always working, and you should be, too.
Some leaders revel in the quiet of the weekend and like to use it to catch up on emails or reports they couldn’t get to. That’s completely up to you and your own sense of work-life harmony. Know that once you engage in communication with your teammates about it, in email, text or internal messaging, you are now creating an expectation that someone will review and even respond during off hours.
One leader I work with was shocked when he received feedback that his weekend emails were disruptive. He was sending an email to others because the timing was convenient for him. But the message from his team was: “If you send it on a Saturday, I’m going to read it because of your role as our leader.”
He took that feedback in stride and now uses his email program to hold messages in his outbox until Monday morning. This way, he can work how he likes and avoid causing unnecessary disruptions for his team.
Moment Three: PTO/Vacation Behavior
What the world needs is a good vacation. Harvard Business Review summed it up with the title of a recent article, “Stressed, Sad and Anxious: A Snapshot of the Global Workforce.”
Unfortunately, leaders are treating their own PTO so casually that in some cases it might as well be a full working day. In this new hybrid world, expectations are sky-high that people can dial in, plug in and Zoom from anywhere, everywhere and at any time. I know leaders who schedule calls ahead of time during vacation because they do not view the time as sacred.
As noted above with weekend work in Moment Two, this may be your preference. But please understand the message you’re sending to your teams: “Vacations? I’m always on!”
Given the power of your leadership shadow to signal what you value, it’s hard to imagine this leader’s direct reports feeling good about disconnecting fully for a family holiday. What additional stress or anxiety might this leader be causing unintentionally?
In addition to people performing better when they take meaningful time off, as noted in this Harvard Business Review article, “The Data-Driven Case for Vacation,” you have the opportunity to encourage your team to have each other’s backs so whoever is taking time off feels fully supported and able to be present for their break.
The Little Things Make A Big Difference—Starting With You
It’s hard to escape today’s storm clouds in the world’s economy and psychology. With so much out of our control, leaders need to focus now, more than ever, on what we can do to help our teams feel connected and valued. (I explore this in greater detail in my LinkedIn newsletter, "Level Up.")
This means we need to show more through our actions, not just tell. That starts with us, leveraging moments that matter to lead more positively and show that we care.
You’ve got a lot of power in your leadership shadow to impact others. Try one of these actions today and watch how it improves your team dynamic.
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