Being a good leader is about acting with integrity, being open and honest, and staying positive. That’s always been true, but it’s especially important during challenging times. Early in the pandemic, in March 2020, I was diagnosed with COVID-19—sick for 3 months, I ran my company from my bed for 30 days and had to work through long haul symptoms for an additional 60 days after that. Almost a year to the date later, I got sick again, this time with one of the COVID19 variants.
While the pandemic has been terrifying enough, your boss getting COVID19—not once, but twice— could easily intensify fear for both employees and clients. Each time I was sick, I was completely transparent; I informed my employees and my clients, updated them regularly on how I was doing both mentally and physically and made sure that all concerned knew how my work and the company would be impacted. We have used this extremely challenging year+ to create stronger personal relationships, and I always invite my employees and clients to be open about what they’re going through, how they’ve been impacted, and how they’re doing. Through it all, I stayed hopeful and conveyed positivity about my health, my business, and the outcome of the pandemic. This mindset and deep inner strength saved me and my company and will continue to serve us as the world changes yet again post-pandemic.
Denne historien er fra July 2021-utgaven av People Matters.
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Denne historien er fra July 2021-utgaven av People Matters.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent? Logg på
How Digital Transformation Can Power The Great Reset
Technology has the potential to serve as the key enabler of change between digitalising administrative tasks and fostering human connections
The Crypto Meltdown Of 2022
FTX implosion: A setback, but not the end for the crypto market
Govern Pre-IPO Unicorns to Create Value; Not Valuation
Billion-dollar startups always make the headlines. But is there true value behind those eye-catching valuations? How can proper governance be implemented for these much-hyped companies?
On change and change management
The best way to end the year, especially such a disrupted one as 2022, is by laying the groundwork for the year to come. Michelle Yong, Head of Resourcing at Shell, offers some insights on change management to bring us forward into 2023
The Great Reconnection: A paradigmatic moment for employers and employees
This year has not been a good one for employee retention. The Great Resignation, originally thought to be a US phenomenon, has emerged in Asia now. But is there a way to turn it into the Great Reconnection?
Lessons Managing in leadership: a global hybrid team
What takeaways can we draw from the pandemic? Fatima Koning, Chief Commercial Officer at IWG, shares what the last five years have taught her about managing a global sales team across 120 markets in the hybrid model
Eight HR trends that we saw throughout 2022
As companies manage their workforces in a dynamic era, HR departments have continually adapted and adjusted, and never more than this year as digital acceleration and workplace evolutions came together
One way to turn the tide of employee retention
There's a surprising link between skill development opportunities and job satisfaction. Here are some ways of boosting skilling and thereby talent retention
A key focus for L&D going into 2023 should be business alignment
Venkat Subramaniam of Degreed believes that learning is core to business success and organisations need to invest in the right processes and technologies to adapt to continuous change
WOMEN IN LEADERSHIP CAN BE GAME GHANGER FOR INCLUSIVE FUTURE OF WORK
BREAKING FREE FROM THE STEREOTYPES IN THE INSURANCE SECTOR, PAMELA THOMSON-HALL SHARES HER JOURNEY OF BEING A CHAMPION FOR WOMEN AND BRINGING ABOUT A CHANGE IN A MALE-DOMINATED INDUSTRY
