A Post-COVID-19 Future?

The hyperbole - and reality - surrounding the impact and the response of the world to COVID-19 has been profound.  The images that we've seen from around the world - Pope Francis conducting prayers in a vacant St. Peter's Square, coffins filling churches where once devotees gathered, largely empty and desolate streets of major cities across the world - some of which I have only recently visited.  The dire economic impact for so many with mass layoffs, increased debt and personal and business bankruptcy looming.  As I self-isolate at home, while watching my wife fully engage in the health care system as a nurse leader, and watch the daily tally of cases and deaths in my province, country and around the world I wonder how this shared experience will change the life we return to post lockdown.

The answers to this big question - what does the future hold? - is, of course, highly speculative.  To some degree the answers will depend on how long we are in lockdown, how long it takes our "systems" to return to whatever the new normal will be, and also how resilient and creative we can be as individuals, businesses and nations.  And will we learn from this experience or seek to quickly expunge its sting from our individual and collective memories?  I expect that we will see an acceleration of changes that had already been prevalent before COVID-19 added proverbial gas to our ever-changing world - urbanization, on-line shopping, virtual work and education, migration and population dislocation, movement to increased environmental consciousness.

What I note below are a series of questions, largely presented as a set of opposing forces with no definitive answers.  Ying and Yang.  In some circumstances, the approach to the questions betrays my personal bias and hope for the future as well.  So in no particular order here are my observations, questions and perhaps hopes for a new and different future ahead.

Isolation versus Connection - I've seen and experienced an interesting dichotomy during this enforced lockdown.  While we have all been forced to self-isolate or at least constrain our contact with humanity we seemingly have never craved connection more.  Social media has been both a bane of false information and the glue that has kept us connected and sane.  If I reflect upon how life was for me over 50 years ago as a child growing up in a small rural community we had strong familiarity and connection with our neighbours.  Prior to COVID-19, at age 55, I can honestly say that I interacted with my neighbours hardly at all.  We were cordial but insular.  What does the future hold?  In a post-COVID-19 world will we revel in new opportunities for connection or will we be even more cautious and hold to our individual fortresses of solitude?

Individualism versus Collectivism - we have seen and experienced a marked contrast in human response (and even national responses) to the march of COVID-19.  We have all seen - and perhaps contributed to - the run on toilet paper, hand sanitizer and ammunition in the past several weeks.  We have seen narcissistic, self-serving/preserving and mercenary behavior from even our most esteemed leaders while at that same time seeing amazingly selfless acts and commitments from others.  Most notable in this last category have been healthcare professionals across the globe.  Will a post-COVID-19 world lead us to more self-centred and protectionist reality or one in which we aspire to collective support?

Tribalism versus Globalism - in the current reality, and perhaps for the right reasons, we have seen jurisdiction after jurisdiction shut its borders.  This has impacted travel on a domestic, national and international level.  Much like the behavior operative at a personal level in hoarding toilet paper, we have also seen commentary and actions on a national level relating to bans on exports to other countries of essential medical supplies.  This has been supported by social and political commentary from some quarters that can be best paraphrased "Take care of our own first."  What COVID-19 demonstrates, however, is that certain events respect no national or tribal boundaries.  We are only as strong as our weakest link.  So will we become more isolationist, protective (even racist) in a post-COVID-19 world or will we strive to become more unified as a species?

High Touch or High Tech - perhaps this comparison doesn't hold as a set of polar opposites.  In reality we likely need both.  The respirators, haz mat suits for a variety of professions, the monitoring capacity for health and security purposes, the scientific endeavours being urgently pursued to create vaccines and other palliatives all can seemingly act as barriers to the human connection we all need.  Paradoxically, the challenges we are facing now will likely accelerate technological advances no less than battlefield experiences during World War II and other conflicts accelerated advances in the medical field.  The question will continue to be how do we balance the need for human connection as we develop and implement technological advances?

Democracy versus Authoritarianism - prior to COVID-19 Western democracies were already experiencing significant moments of self-doubt and introspection.  From the "yellow-jacket" movement in a number of countries, to Brexit, to the MAGA movement in the US (occasioned, in part, by disillusionment with the "establishment"), to nascent separatist movements in a number of countries.  In contrast, "we" have felt the apparent strength and purpose from a country like China over the years as their economy - and political clout - has grown unencumbered by dissenting opinion.  We have also started to mimic the authoritative approach to COVID-19 that China, Singapore, and South Korea have taken to minimize and control the short-term and long-term impact of COVID-19.  So what impact will this pandemic have on the future of democracy?  We will expect and demand more from our leaders?  We will expect and demand more of ourselves?  Do we continue with multi-party democracy or, as in the current environment, expect more collaborative and consensus-building as opposed to left versus right jockeying for position?

Freedom versus Security - similar to the polar opposites noted above, have been the disparate responses (at least in western democracies) to the requests and then more forceful actions relating to social distancing, isolation and shutdowns.  For some individuals (e.g., spring break participants, some political leaders) the constraints on personal freedoms and the impact to the larger economy are not just unpalatable but unnecessary or even unconscionable.  In the words of some, the cure can't be worse than the disease.  For others, the "temporary" loss of movement, association and general liberty are more than justified under the current circumstances.  The question becomes, will western society continue to value personal freedom to the same degree going forward or will this become more balanced against the type of vulnerability that COVID-19 demonstrates we all share?

Capitalism versus Socialism - at this time of major economic dislocation, perhaps particularly in the US (but also in other countries) many have begun to question why the private sector and its political allies who would have railed against socialist policies or tendencies would now expect governments to bail them out.  Likewise, we have also seen a dawning realization or stronger appreciation for the efforts of healthcare professionals, educators and those earning minimum wage as key backbones for what makes our economies and societies function.  And we have seen governments across the world strive to get cash in the pockets of individuals to get them through the next number of months - universal basic income?  With the exception of Alberta, we have also seen the public sector be a safe(r) haven for employment than the private sector despite calls for "social consciousness".   What lessons will we take away and apply to the new world order after this particular crisis passes?  What approach or philosophy will we take forward to how we live and sustain ourselves?

The challenges to leadership have never been more daunting, complex and dynamic than in today's environment.  In some cases, the forces at play have been building for awhile and COVID-19 has merely sharpened the edges and pushed other things to the final tipping point.  COVID-19 may have also helped us focus on true priorities  What remains to be seen is what we will truly learn from this experience, how willing we will be to engage in honest self-reflection and make opportunity from this challenge.

It's All About Leadership.
_________________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

gregh@breakpoint.solutions 

www.breakpoint.solutions 

780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.

Sustaining Resilience

The concept - and need for - personal and organizational resilience has never been more critical than now.  But right now THIS feels very personal.  The reality of COVID-19 has levelled the human playing field.  Without a doubt those with means may have some advantage in isolating and in not having to worry (as much) about financial implications in either the short- or long-term.  Outside of that, however, COVID-19 seems to care less about the size of your wallet and more about who you may have been associating with, your age and other underlying health conditions.  Once you get it, it seems pretty apparent that even if could afford to have your own critical care team, intensive care unit and respirator the outcome is still a roll of the dice.

What have I seen so far?  I've seen friends and family scrambling back from overseas trips, worried that borders might close or flights might disappear before then can get home.  I've seen places we've stayed in Italy on the brink of bankruptcy - honest, hardworking small business owners who may be - have been- devastated by this plague.  I've talked to many of my coaching and consulting clients and heard their anxiety for themselves, their families and their livelihood.  And we've only just begun this journey.

For myself, I've seen a slew of cancellations - even of virtual events - as people look to ensure compliance with public health directives or just get strongly focused on core business and family priorities.  I'm now mostly working from home, partly because both school and daycare for my two youngest children have been cancelled.  I'm a home-based business, entrepreneur and daddy daycare now!  I keep in contact with my 79-year old mother who lives in another province - making sure she lives safely.  I've seen my oldest daughter "graduate" her latest university course in March - versus April.  And my wife - being a registered nurse and health care leader - has now gone full-in as a leader in a senior's living complex.  I'm all in. There are no bystanders in this thing.

So how can we maintain some sense of balance and resilience at this time? I could give you a very strong "academic" formula for that as could others.  But I believe at this time that we more practical guidance, suggestions and developing lessons on how to make it through right now.  And that's not to say that I have THE answers.  I don't.  I've had plenty of anxiety if not panic attacks and sleepless nights as I contemplate what is around the corner and how long this road is going to be. So what am I doing to sustain my resilience (and save my sanity)?

Batten down the hatches - I've started to anticipate that my business revenue is going to go down.  Do I know that for sure?  No.  But I'm not going to be complacent about it.  So some of the first things that I did was take advantage of the tax holiday declared by our governments.  Stop or slow the pace on those payments.  Second, I stopped salary payments to myself and my wife/co-founder.  We will take a more measured approach to our expenditures - we are not in normal times.  Finally, I assessed the rest of our expenditures.  Overall, I tried to take the pressure off of us right now even if the bank account was fine to make those payments.  I don't know what the future holds so lets slow the pace.

Plant Seeds I- my view of the world may not be as bleak as I think it is.  Time will tell.  One of the first things I believed was at play in the broader world was that as people self-isolated the need for socialization and connection would be stronger than ever.  So I started a "group-coaching" offering and this week it kicks off with at least a half dozen "clients" coming together to share challenges, options and hope for the future.  And I'm not currently charging for this effort.  However, my offering was heard by at least one organization and they are now asking me to undertake a similar effort for their leaders with some compensation attached.

Plant Seeds II - never let a good crisis go to waste?  As one client reaches out and requests some support for their leadership and staff at this time it begs the question "what about others"?  Additionally, now may be a great opportunity, while business is at a slower pace, to invest the time in your own or other's personal development. So I've come up with a whole series of virtually-delivered options and various iterations of leadership/staff support and development options and put them out "to the world"...In some cases these are very much of the group coaching nature with between 6 and 10 participants.  In other cases it has been a series of lunch-and-learn topics - again focused on limited numbers to promote interaction - being very focused on the reality of the day (e.g., resilience, leading through crisis, building and sustaining teams, etc.).  Not every one of these will land with everybody, but planting seeds.

Sharpen the Ax - idle hands are the devil's playground?  And your mind is a dangerous place to go alone?  I could drive myself crazy if not focused on some task or objective.  I'm a very goal-driven and achievement-oriented individual.  So I need to create meaningful work if I am not otherwise engaged.  Right now this means reading and creating.  There are numerous projects that have been on the back burner that are necessary for the long-term success of BreakPoint Solutions.  So now is a great time to create.  It's happening now.  And the fruits of this may be seen as early as this month and certainly within this year.  Learn.  Develop.  Create.

Stay Healthy - I'm not losing track of my physical health at this time.  With the support of my family I made a commitment last year to return to Ironman Canada.  It's certainly debatable whether the event scheduled for August 30th will take place and lead up events are in even more jeopardy.  Training may be more challenging with gyms and pools close and team training sessions cancelled.  But I persevere and right now I'm on track to have lost nearly 35 pounds between Christmas and Easter. The bike strength and running strength are growing apace.  Positive path forward!

Future Focused/Non-Catastrophizing - there is a lot that I could worry about.  And I do.  But I'm also trying to keep focused forward and hold on to or create a positive future vision for myself, my family and the business.  What does that mean?  For one thing continuing to invest in my skill set - just came off of a webinar last week and got some new ideas.  In May I start the final course to complete my Graduate Certificate in Advanced Coaching Practices.  I continue to plan and remain hopeful about meeting friends in New Mexico in November of this year.  And I'm planning on a return to Europe next year to check back in with new found friends and experience history.

Stay Distracted - it definitely can't all be work right now.  We need to have some healthy distraction, particularly in these challenging times.  For me that does mean more reading - but not work-related.  It certainly means the Ironman training noted above.  It also means some decidedly geeky pursuits.  May the Force be With You!  Find fun.  Make fun.  Build fun.

Stay Inspired - I have a whole lot of very personal reasons to sustain me and keep me level.  My family.  I need to stay strong and focused for them.  I need to help them be optimistic about the future even if right now we need to keep distance from boyfriends, postpone 7th and 10th birthday parties and/or reconfigure them, and have wedding anniversary dinners done in house with no babysitter.  There is still a strong future ahead and we all have something and someone to work for.  And once we get through this - and we will - we will definitely be the stronger for it.

Those are some of my strategies to maintain personal resilience.  I REALLY would like to hear what some of your strategies are.

Please share your stories with me at gregh@breakpoint.solutions or through our website at www.breakpoint.solutions or look me up on LinkedIn.

Stay safe.  Stay well.  Stay resilient.

_________________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

gregh@breakpoint.solutions 

www.breakpoint.solutions 

780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.

LEADING! in - and through - Crisis

Well we are not in Kansas anymore.  

As I write this I am practicing my own social distancing, maintaining a coaching/consulting practice through virtual means and (currently/temporarily) acting as daddy day care to my 6 and 9-year old daughters.  This latter part comes as both their school and daycare have been closed for the foreseeable future.  As a family we are now trying to navigate many of the shoals that all of you are now living - maintaining an income stream for bills that still need to get paid, cancelling vacation plans (slated for late April/early May), keeping the cupboards stocked (while not hoarding!), trying to advise and support elderly parents remotely, setting up education plans for our kids so that they actually do "graduate" and are ready for Grade 2 and Grade 5 in September and re-establishing sustainable child care.

That is "just" the personal/family side of the equation.  Then there is the business side of the equation.  We are well-positioned for long-term viability.  Short-term pain on the other hand is a reality.  From my past leadership experience - leading portfolios of several hundreds of millions of dollars, thousands of staff and many more thousands of client interactions I also appreciate the tremendous strain on leaders at all levels of an organization as they try to the current reality.  I speak from personal experience having been a senior leader if he former Caritas Health Group as the Senior VP and Chief Operating Officer with specific responsibility for all clinical services at the Misericordia and Grey Nuns hospitals.  I was also one of that organization's key liaisons with Alberta Health Services and Alberta Health as we attempted to coordinate our response efforts on a provincial and, sometimes, even on a national scale.

In my time as a manager/leader dating back to 1986, I've had the opportunity to work with and observe many leaders, managers and staff.  They have all helped me grow and develop my own leadership philosophy and style.  Sometimes I've learned great tools and techniques from them as they have navigated normal and not so normal situations.  

One of the areas of greatest learning has been in the experience of seeing how managers and leaders react to "adverse" events.  Those events have covered a spectrum of circumstances - poor (to deadly) service to clients, a staff crisis, or a building or equipment malfunction impacting service delivery.  Or pandemic responses like H1N1.  The set of circumstances is largely irrelevant other than in trying to convey that something bad has happened - is happening - that needs to be addressed.  More importantly for me, is the importance that strong and calm leadership behaviors can make in those circumstances.  

Despite the challenges before us leadership at times of crisis - at times like these - calls upon us to be pillars of stability, strength and vision even when we don't come close to feeling that way!  What we critically need to avoid is becoming part of or creating the crisis that we are supposed to be managing or solving.

Your role as leader "...keep your head when all about you are losing theirs..."

All too often, there can be a tendency to lose one's head during a real or perceived crisis.  There is no doubt that with COVID-19 that we are experiencing a real and impending crisis.  The worst for us here in Alberta and Canada is likely yet to come.  However, our actions in response - like hoarding foodstuffs and other basic supplies - will only exacerbate an already difficult situation.  Similarly in our leadership roles, we have to resist the leadership equivalent of buying up all the toilet paper we can get our hands on.

So what might allow a leader to respond more appropriately and calmly even in the face of the current crisis.  Ironically, the best advice might come from an Ironman tip that I received long ago - go slow to go fast.  Leaders need to find the courage and discipline to step back for long enough to evaluate whether in fact they are responding to the right issue at the right time.  You are going to get literally hundreds of problems and "solutions" thrown your way in the next number of days and weeks.  And these "solutions" are all motivated by everyone trying to achieve the best possible results and outcomes, not recognizing that none of us are operating from our best thinking place.  We are all under stress and duress particularly in circumstances like COVID-19 when you are juggling every area of one's life right now.

Ironically, what might be required is less decisive - reactive - decision-making and a lot more patience and deliberation.  It might make a leader antsy but slowing down and being more considered will result in less unproductive expenditure of precious time and energy.  Time and energy that needs to be put to better use right now.  Immediate action or any action does not mean effective action.  While hoping that an immediate/decisive response establishes or maintains a persona of being in control, responsible and competent, the reality is often far different.  More often the sense we end up  conveying to staff and others around us is that we are in panic mode.  We move from "leader" to generating fear, stress and anxiety to everyone unfortunate to be caught up in the vortex of activity.   

Aside from the mental distress that the leader is subjecting themselves and their team to, a "decisive" yet hasty reaction is just as likely (or more likely) to lead to the wrong decision as to the right one.  In most situations we rarely have 100% perfect information.  In crisis situations this is even more the case.  Therefore, crisis demands disciplined leadership, an ability to remain calm, and the strength to keep yourself and your team focused in order to solve the problem at hand.  In my experience, panic and performance excellence rarely go together.  A panicked reaction often leads to more problems to solve.

A leader in crisis (versus a leader who manages through crisis) also creates a number of other negative impacts that may not be understood at the time or even later. First, in your haste to make a decision, you many not even be solving the right problem but merely papering over symptoms.  Second, by making a hasty decision you may inadvertently compromise your ability to achieve other more important objectives.  Third, rather than creating an effective and productive team you are more likely creating fear, reduced productivity, risk aversion and indecisiveness amongst your staff.  Ultimately, you are also doing damage to the perception of your leadership capacity - you are not creating an image of a confident and competent leader amongst your team, peers, superiors, or other stakeholders that can be looked to for strength in times of challenge.  You become self-defeating.

So Keep Calm and Carry On!  Easier said than done I know.  It may somewhat paradoxical right now but there will be value in taking a "breakpoint" to truly clarify your thinking.  As a leader there is value - even now - in not being "on" at all times.  Your job is a thinking job, a cerebral job.  Give yourself time to think before acting. 

Your considered reaction will calm others, help them focus on doing the right things, and ensure understanding of all impacts of your actions.  I'm convinced that by taking a more measured and less panicked approach that you will make better decisions and the confidence in your leadership will be enhanced.

Leadership excellence means more patience, poise and discipline than ever before.   

_________________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

gregh@breakpoint.solutions 

www.breakpoint.solutions 

780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.