PLEASE GO TO SLIDO COM Answer four questions

PLEASE GO TO SLIDO. COM Answer four questions at www. slido. com using the event code #J 819

MANAGING EMPLOYEES DURING COVID AND BEYOND. IT'S A DIFFERENT WORLD - NOW WHAT? C R Y S T A L O W N E R , L E A D T O M. S M I T H I N S P I R E C O N S U L T I N G

What happens when in-person meetings aren’t possible? THINGS TO CONSIDER TODAY Now is a time for leadership to remind ourselves of what our people need us to do, and to pause and think about what type of leader we need to ‘be’ for others. Leaders must meet people where they are and make efforts to understand their concerns.

HOW CAN WE SUPPORT OUR TEAMS? What strategies and actions should you take as a leader in response to this evolving health pandemic? How can you, as a leader, prioritize changes in the way you do day-to-day work? Support your managers: A sudden change in the practice of management can be hard on managers.

Managers will need to individualize to the person to get the best performance. A one-size-fits-all response never fits anyone very well COVID-19 HAS MY TEAMS WORKING REMOTELY: A GUIDE FOR LEADERS Set expectations early and clearly. About half of all U. S. employees -- remote or not -- don't know what's expected of them at work. Communication. Employees who are accustomed to working in-house may feel cut off from the resources, information or relationships they need to do their jobs well, so plan for more conference calls. But your staff needs to hear from you too, especially as economic fears worsen, to maintain their trust in leadership.

Leaders are the same people in the virtual world that they are in the brick and mortar world. LEADING TEAMS EFFECTIVELY IN THIS NEW COVID-19 WORLD Leaders don’t have to duplicate what was done when we were in buildings and offices. Leaders may want to limit the “reply all” emails Leaders should identify tools/apps that are useful to help teams stay engaged and stay connected.

Gallup finds that 43% of U. S. employees work remotely some or all of the time, and many studies show remote workers are more productive and profitable than in-house employees. So don't worry -- telework can succeed spectacularly. Although your company will have to learn quickly, your people may perform at levels that surprise you. GALLUP POLL And Gallup's research reveals that the feelings teams (followers) need most are trust, compassion, stability and hope. Leaders don't need to predict the future, but they must be predictable now and in the future. It's hard to trust an erratic leader.

• Most workers didn't trust their leadership before the COVID-19 pandemic -- Gallup research shows that just one in three employeesworldwide strongly agree that they trust the leadership of their organization. And just 13% of U. S. employees strongly agree that their company's leadership communicates effectively -- so you may be starting from a trust deficit. • Don't shy away from difficult topics, like layoffs or pay. Clearly lay out the scenarios and the decision criteria. Just as weather sirens warn us when we should be on high alert, companies should do the same. Otherwise, employees will live in constant anxiety. GALLUP POLL RESEARCH

Individualize, communicate and set expectations so your managers can coach effectively during a crisis THINGS TO REMEMBER MOVING FORWARD While COVID-19 won't be an issue forever, remote work will be. What you learn about leading a remote workforce now will likely become best practice for your company later.

QUESTION FOR THE GROUP • What is ONE thing you learned about YOURSELF through this process?

QUESTIONS/ANSWERS Thank you for participating in the discussion today. • Lead To Inspire Consulting, Crystal M. Smith (owner) • https: //sheownsit. com/? s=Lead+to+inspire+consulting • https: //lead 2 inspire 1. wixsite. com/website • lead 2 inspire 1@gmail. com