Usage and adoption statistics around video conferencing vary wildly, but one thing is absolutely certain: the coronavirus has ushered in a new age of virtual business meetings.
For years, I have spoken and written about the need for courageous leadership. Today, we must step up our game and learn how to lead courageously from the small screen. Many of us have quickly discovered that leading a videoconference requires a new set of skills.
From my own perspective, I’ve found that videoconferencing can be an extremely effective tool for sharing knowledge, encouraging dialogue, supporting collaboration, conveying strategy, boosting levels of engagement and inspiring superlative work by teams and individuals.
Over the past three weeks, we have held well-attended video briefings and live virtual summits featuring world-class technology leaders, moderated panel discussions and interactive Q&A sessions. We have taken our rich portfolio of thought leadership offerings and turned them into highly useful digital assets.
Great leaders adapt to changing conditions. They don’t resist change; they embrace it. One of our goals at HMG Strategy is supporting and enabling your rapid transformation to the “new normal.” The good news is that most of you already possess the skills and talent required to succeed and thrive in the post-corona world.
Below is a brief overview of best practices and helpful techniques that we have observed and documented through our discussions with top-tier technology leaders and executives. The first four bullet points are derived from an HMG Virtual Briefing with Tony Leng, Managing Director, Practice Lead and OMP at Diversified Search:
1. Be authentic when you’re leading a virtual meeting. People can sense authenticity, and they’re looking to you for reassurance. Great leaders radiate authenticity and honesty, even in virtual meetings.
2. Hold virtual meetings frequently and keep them short. Assign relatively tasks and quick projects to keep your people engaged in their work. This is a time for using the light touch. It’s okay if the meetings are brief; what’s important is regular check-ins to touch base and reassure people that they’re contributions still matter and that you still value their work.
3. Be a giver, not a taker. People can sense your intentions. Show them you have a big heart and that you are prepared to make sacrifices for them.
4. Remember that the crisis will end and that when it’s finally over, the quality of your leadership will be judged by how you act in these difficult times. Make no mistake: The coronavirus will likely be the ultimate test of your leadership capabilities. Be your best self and don’t be afraid to show your compassion.
The next set of best practices are from my HMG Virtual Briefing with Snehal Antani, co-founder and CEO of Horizon3.ai, a cyber security startup focused on AI-enabled red teaming. Prior to starting Horizon3, Snehal served as CTO for the U.S. Department of Defense, responsible for transforming the technology capabilities of the command to include cyber security, advanced R&D, AI, and data analytics.
Here is Snehal’s list of 10 critical questions that leaders must ask themselves during a crisis:
1. Are you a dictator, or an enabler?
2. Is your team waiting on your decisions, or are they empowered to move out?
3. Are you panicked and interrogating, or steadfast and asking thoughtful questions?
4. Is your intent clear, or ambiguous?
5. Are you seeking blame, or continuously improving?
6. Do you allow disagreement to fester?
7. Who are decision owners versus advisors?
8. Do you have a battle rhythm to keep the team synchronized and minimize drift?
9. Could you deal with multiple dilemmas at once?
10. Do you and your organization train like you fight?
The third set of best practices are from the same HMG Virtual Briefing, which also featured an excellent conversation with Chief Sergeant Major (CSM) DJ Blake, command senior enlisted officer for the Joint Special Operations Command (JSOC). Here is DJ’s list of five key organizing principles for leadership in difficult times:
1. Emotional excellence is critical during crisis.
2. Create a common sense of purpose through flat communications.
3. Create unity of effort.
4. Know your solid leaders.
5. Empowerment builds commitment and dedication.
DJ also emphasized the importance of understanding the fundamental difference between “listening to understand” and “listening to respond.”
Both Snehal and DJ emphasized the need for calm, cool, constructive and courageous leadership during times of extreme crisis. Both accentuated the need for training and continuous self-evaluation, as well as maintaining the human perspective and keeping lines of communication open.
I urge you to review these points and incorporate them into your personal leadership strategy.
As the COVID-19 pandemic continues to upend our professional and personal lives, we’re developing new ways to work around the impacts of the crisis. We will continue providing timely advice and best practices for bold and courageous leadership in these difficult times.
