Fasano also teaches courses on Talent Attraction and Selection as part of the Specialization Diploma in Human Resources, as well as courses on Performance Management and Compensation, and Talent Development in the executive education programs at Universidad ORT Uruguay.
COVID-19 has created a climate of global uncertainty. What is expected of organizational leaders at this time?
Leaders were challenged to quickly reorganize their teams’ work. For most, this change came unexpectedly and did not allow them to prepare their teams for remote work, work on change management, develop pilot programs for telework using design thinking processes, or make the transition to the new way of working.
The initial key was managing uncertainty: faced with the doubts and fears that arose, they had to draw on their skills as team leaders to provide reassurance, guidance, and support in the face of so many new situations.
The coordinating role played by the human resources department and the activation of crisis committees—some of which were established as soon as the crisis arose—have been essential.
In many cases, the shift was made from in-person work to remote work. How did leaders manage this change in the way people work?
They have had to provide the necessary technological resources to continue working remotely. Those who were able to work remotely had to ensure they had the internet connectivity and devices appropriate for the role they were expected to perform. They also needed the technological skills to do so effectively and maintain the necessary productivity.
In response to this need, some companies are offering hardware solutions designed for remote work, to enable micro-mobility at home and productivity in spaces not intended for work.
However, these solutions alone were not enough. Leaders have had to develop mechanisms to set and clarify objectives and expected outcomes. This is key to the success of remote work. With achievable, communicated, and agreed-upon goals, the SMART methodology has been very useful, allowing them to measure and adjust these goals and provide the often-overlooked recognition when they are achieved.
Likewise, new rules for online interaction have become necessary, requiring new protocols for digital communication and interaction. For example, netiquette—or online etiquette—encompasses general rules of conduct on the internet designed to make communication safer and more humane. It also includes guidelines for proper conduct.
At the same time, we must take into account the needs of those who care for others. In this regard, recent studies in Chile on engagement and burnout during the COVID-19 pandemic show that burnout is on the rise among women, particularly those with children in their care, highlighting the persistent disparities in household roles and the challenges of maintaining shared responsibility in the upbringing and care of children.
Leaders who, in recent months, have been overly focused on how to manage their teams’ work, track their hours, and organize their priorities are missing the bigger picture. Those who didn’t worry about these details—but were already working with clear goals and fostering an environment of empowerment—have navigated this period with greater success, peace of mind, and better results.
What new professional skills became necessary during the health crisis?
The health crisis created a need for remote team management. In addition to effectively setting and agreeing on objectives, it has been necessary to coordinate activities, communicate assertively, listen attentively and actively to the needs of teams, adopt a results-oriented approach, dedicate a significant amount of time each week to supporting and providing emotional support to team members, and, above all, build trust.
A leader’s confidence begins with self-confidence; keep in mind that the foundation you’ve built for your role, your relationships with others, and the work you’ve been doing always pays off in times of crisis like this.
Extreme and unforeseen circumstances put to the test the skills and strategies developed during stable times.
What do you consider to be the most important skills for the post-COVID-19 world?
I believe that leaders will emerge with stronger social-emotional skills, a positive and forward-looking outlook, the ability to manage the current era of constant connectivity, and a strong need for reskilling and upskilling for their teams, while also taking into account new market demands and the needs of their specific clients, using agile methodologies.