“Leaders today need to reduce uncertainty,” said Carolina Bellora—executive director of BizArt Group and visiting professor at the Graduate School of Business—during the conference “Leadership in Times of Social Distancing.”
The talk was held online. It took place on Thursday, April 2, 2020, and was part of the Management and Business Lecture Series organized by the Graduate School of the Faculty of Administration and Social Sciences at Universidad ORT Uruguay.
The expert noted that the coronavirus has brought about an abrupt change in the way we work, one that requires creativity, resilience, and adaptability. She also highlighted the main challenges posed by remote work:
- First, distractions at home. In many cases, quarantine means living with other family members. This means we have to share our space and resources. What used to seem sufficient (for example, two people sharing the same computer) may no longer be enough.
- Second, the challenge of not being able to see each other. Leaders wonder whether employees will truly carry out their tasks with dedication. This stems from outdated work models, where not being physically present was equated with not working. From the employees’ perspective, it can be difficult to verify information, stay on track with work, and ask for help.
- Third, communication challenges. At first, virtual meetings can be slow and frustrating because it’s a learning curve. At the same time, they limit the richness of face-to-face communication: facial expressions, gestures, and emotions are lost.
- Fourth, our mental well-being is affected. We may feel lonely and disconnected as we lose touch with our social circles. Added to this is the high level of uncertainty and the stress of having our entire lives confined to a single location, which can negatively impact team performance.
In light of these challenges, Bellora shared five tips for handling the situation as best as possible:
- Adapting to the new workplace. We are experiencing a completely new dynamic, where personal and professional lives are closely intertwined. For this reason, it is helpful to understand the emotional context and physical work environment of our team members: to know what distractions they might face, what their family situations are like, and who they live with. Based on this, we can develop a work plan. For example, agreeing on a meeting schedule that best fits the team’s availability.
Normalizing the new workspace means not relying on prejudices or assumptions. We must be understanding. This involves adjusting work dynamics and accepting that certain behaviors (such as arriving late to a meeting) aren’t due to a lack of commitment or willingness, but rather to the physical and emotional context they’re currently experiencing. - Humanize communication. This means not relying solely on emails but also holding virtual meetings via video conference. This applies whether you’re communicating with a group or a single person. For quick, one-off inquiries, it’s best to use instant messaging. It’s also time to go back to traditional phone calls when text isn’t enough. It is advisable to prioritize synchronous communication channels—that is, those where everyone involved experiences the conversation in real time.
- Agree on coordination guidelines. Physical presence alone triggers an automatic coordination mechanism. Teleworking, on the other hand, requires formalizing meetings. Questions that used to be resolved in everyday life with a quick chat in the hallway or a brief exchange in the office must now be clarified in other ways. For this reason, it is advisable to hold a daily coordination meeting with the team. Additionally, it is important to have a shared space where information can be stored and documents circulated.
- Encourage social interaction. It is essential to promote team gatherings that are not work-related. Strong, positive relationships increase the likelihood of high performance. In the office, conversations happen naturally because humans are social creatures. In a virtual setting, you have to actively foster those conversations. One way to do this is to agree to have a casual chat for a few minutes before meetings. Another way is to hold special meetings whose sole purpose is to chat. Additionally, it is advisable for leaders to set aside time to make a personal call at least once a week to each member of their team to check in on them.
- Offer encouragement and emotional support to others—and to yourself. At this time, it is essential that people feel supported and accompanied. Leaders must be empathetic and take an interest in how their team members are doing. At the same time, they must convey optimism and strong confidence in the team. In times of crisis, people watch how their leader reacts and tend to follow suit.
Finally, Bellora emphasized the importance of each person focusing on their emotional well-being. This involves maintaining a routine, getting physical activity, eating well, staying socially connected—even if only virtually—practicing gratitude, and focusing on the positive.