Not surprisingly, in the last few weeks I’ve been contacted by board and C-level leaders, asking how they can rally and galvanize managers who appear to be buckling under the pressures and disruptions of the pandemic.
These clients are grappling with issues like operational and supply chain problems, management of remote workforces, market changes, extreme drops in revenue and margin, etc. — and that’s before taking into account their own health; family struggles; and the general crisis in confidence that’s actually a completely reasonable response to fires, storms, injustices, and polarized politics.
I’ve been suggesting two general approaches that usually get an improved result fairly quickly, even if additional repair work is needed for the long term.
Work as a Tight Team of Two
The first approach usually works best in smaller operations, where the senior leader has direct access to the manager and greater awareness of their work process and issues. Here are the basic instructions, which can be modified to meet the needs of your particular situation:
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