Page 12 - BusinessWest March 18, 2024

EDITORIAL >>
Four Years After COVID
It was four years ago that this region, the state, and most of the world shut down briefly — and some of it not so brief- ly — as the COVID pandemic arrived. Offices across the
region closed their doors, and employees went home to work. Yes, it seems like longer ago than that. Much longer.
As we’ve said, the first couple years of COVID seem like
dog years in retrospect. They were long and difficult, and they left us with memories we’d rather not have — of wear- ing masks, of crossing the street to avoid people on the side- walk, of having to find new ways to do things because the old ways didn’t work anymore, and wondering when, and even if, things would ever return to normal.
And in the workplace, they have, but it’s a different normal. We’re not going to say it’s better or worse — just different.
It’s a normal we probably couldn’t have anticipated when people left their offices four years go, with the St. Patrick’s Day trappings on the walls and emails telling us about all the events on our calendars that were now canceled.
Normal now is working remotely two, three, or perhaps even four days a week, and then coming in for one or two. Normal is interviewing job candidates by Zoom — at least the first round and maybe the second round. Normal is wear- ing jeans to work, even if we’re in the office, because that’s what we wear at home. Normal is communicating by phone, text, or Zoom far more than in person, whether it’s with an employee, client, or potential client — because meeting in person ... well, we just don’t do that unless we have to.
OPINION >>
As we said, this new normal is different, and the debate will go on as to whether it’s better or worse.
It is, as a recently departed football coach would say, what it is.
Despite the confident tones from some in the business world, and especially those who deal in commercial real estate, that companies are losing something when their employees are not all together, and soon they will be back together, we don’t see that happening.
Businesses, and the people who work for them, have adapted. While some — and we’re going to generalize and say it’s mostly the old-school types — aren’t enamored with this different normal, most others are.
They like working remotely three days a week, or even more often, if there’s a, well, remotely decent reason for doing so. They like wearing jeans to work, and they like doing business by phone, text, and Zoom.
We can’t see a scenario in which we revert to the old normal.
That’s where we are four years after the world changed. It hasn’t changed back, and it’s not going to. Where this leaves the so-called modern office, or office buildings, or downtowns that are still suffering because fewer people are coming to work each day, we don’t know.
But that’s reality, and we’re going to have to keep on adapting.
More than anything else, that’s what we’re marking four years later. BW
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How Do ‘People Leaders’ Lead?
BY JOHN HENDERSON
Recently, my colleague was chatting about a conversation she had with her husband. The marketing piece for the Employers Assoc. of the NorthEast (EANE) Leadership
Summit arrived at their home, and he asked her, “what is a people leader?” He had never heard the term ‘people leader.’
This made me pause and wonder — what truly is a people leader, and how do they lead?
The traditional concept of leadership was defined by the outcomes and results a leader was able to achieve coupled with the level of authority (job title) they had. For a people leader, however, true focus is on the success of their entire team.
So, how does one become a people leader and not just a leader? Here are a few skills to be a leader of people.
Lead by example. It should be the golden rule in the work- place. People will listen to what you say, but the real power of leading by example is in your actions. Your employees will watch what you do, how you do it, and when you do it. Make sure you are modeling what you expect from them.
Communicate effectively and often. A great leader knows how to communicate effectively to every individual on the team. It’s not a one-size-fits-all approach. The most critical part of communicating effectively is to check for understand- ing. It’s not simply asking, “do you understand what I’m ask- ing?” or “any questions?” It’s important to have the employee repeat back in their own words what they think they heard you say.
Create a culture that focuses on the positive. Negativity can be as catchy as the common cold. The old saying “mis- ery loves company” should always be followed by “find bet- ter company.” In today’s workplace, there can be great social and political divide. As a leader, don’t ignore when things are turning negative. The sooner you effectively address negativ- ity, the sooner it can go away.
Invest in their growth. According to a recent study by Deloitte, organizations that have a strong learning culture are 92% more likely to develop new processes and products. Pro- viding training for your employees shows that you value them and want them to grow personally and professionally.
Be empathetic. At the same time, learn how to still hold people accountable for what you expect of them. A recent article published by LinkedIn notes that “empathy and accountability aren’t just compatible; they’re co-dependent. Empathy gives you the insights you need to hold your
team accountable in a meaningful way. And it’s the synergy between the two that nurtures a culture of high performance and respect.”
So, I ask you to look at your leaders — are they traditional leaders, or are they people leaders? BW
John Henderson is director of Learning & Development at the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org/news
12 MARCH 18, 2024
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