Each exceptional situation leads to a concentration of the characters of those affected by the effects, depending on the extent of the exception. Ergo, under the current conditions, both new, perhaps even undreamed-of strengths and the colloquial “weaknesses” become apparent. Especially people who have a leadership role (or at least see themselves as such) could now do two things:
Firstly, to go into critical self-reflection. What am I blooming with right now, what is currently wearing me down, what is frightening me and what is good for me? Becoming and staying aware of these things will inevitably lead to a higher level, at least in the area of communication.
Second: Actively perceive how others deal with the situation. Who buries their head in the sand (and has to be brought out of it), who suddenly becomes a team player, who provides (perceived) calm, consistency, optimism in the team?
In addition to the natural task as a manager to reduce unreal fears in the best possible way through clarity and optimism, this is the chance to reflect on the roles and structures that have now more or less developed on their own, and at best to consolidate them for the future.
Actively driving change
The shared experience of having successfully gone through thick and currently especially thin can create unique teams and a whole new kind of cohesion. This must be actively promoted – also with regard to the currently very common term “New Work”. A decisive success factor of this crazy new way of working is the degree of agility. What is meant by this is above all whether communication takes place at eye level in the company, in the department or in the smallest team – or whether communication is (still) lived hierarchically. These are unbelievably good times to advance trust and thus contribute to the change in one’s own sphere of activity in a sustainable (and possibly very pleasant) direction.