COVID-19: It’s a marathon and a sprint
When was the last time you had a conversation that didn’t include mention of COVID-19? Personally, I can’t remember — and that’s OK. While the constant nature of these conversations can be wearing, it’s really important to acknowledge what’s happening and how we feel (as well as how we think) about it.
I don’t know about you, but I’ve heard many people refer to our current collective experience as “running a marathon, not a sprint”. The underlying sentiment is that we have set ourselves for the impact of COVID over the long haul, which absolutely resonates. At the same time, in a leadership context, I fear that it misses an important part of the story.
My observation, based on many coaching conversations, is that
currently leaders are required to run a marathon and a sprint — at the same time.
The sprints are daily, sometimes hourly, changes that impact us all individually and in our teams. The stress that results from an unexpected need to focus on helping your kids with their homework right when you’re supposed to be presenting your latest project for approval. Or the feeling of having hit a brick wall when the latest set of lockdown rules are announced. Or reading your emails and finding yourself annoyed by everything and everyone and then reminding yourself that they are only asking you to do your job. I’ve heard all of these stories. I’ve felt some of them too. They are real. They hit hard. Often without warning. It takes more than an “it’ll be ok” or some Zen-like platitude to move through these kinds of sprints. (Cue leaders…more on that later)
The leader’s marathon also presents in a range of ways. For some, it’s the need to reframe their vision and garner hope for the future. Or re-galvanise belief, commitment and effort where energy and momentum in the team have stalled.
At its heart, the marathon is about reinstating a sense of belonging in the team — making sure that everyone knows that they are valued (and why) and understands the importance of their contribution despite the COVID-related speed humps.
This is not easy to do at the best of times, let alone when you, the leader, are feeling the inevitable impacts of the pandemic.
At this point, you might be thinking, “repertoire and agility aren’t new requirements for leaders”. While to some extent that is true, there aren’t many leaders who have had to flex their leadership muscle under such intense, sustained pressure, especially when the stakes are this high.
It’s relatively easy to sit back and admire the problem when it feels like we’re stuck with this for a while. It’s harder but much more valuable to think about how to create a sense of equilibrium between the sprint and the marathon.
Here are a few ideas…
1. Be open about the marathon and the sprint. Acknowledge that you’re all dealing with both and that it’s not easy. Build a narrative that signals each to your team, so they recognise when you’re talking sprint vs marathon.
2. Connect the marathon and the sprint. And connect the team to both. Identify the things you’re doing today (or not doing) that set you all up for success over time. Reinforce each team member’s connection to both.
3. Do a daily self-check by asking yourself “How am I (really)? What do you need to make it through the day? Maybe you need to cancel a sprint-related meeting to spend time on your marathon. It’s likely that you can take control of more things than it appears — so grab those things and change what you can.
4. Share with your team Many leaders feel the need to protect their team from how they are really feeling. This is a noble intent but misses the opportunity to open the door for them to share with you how they are doing. And if (when) they breakdown, just listen. Resist the urge to solve the problem (you know you want to) but it might not be what they need at that moment.
5. Allow expectations to shift according to what’s happening in the team. This doesn’t always mean taking your foot off the accelerator — but it might. For an hour, a day, a week…listen to what the team is telling you and respond in ways that will support wellbeing and build long-term team commitment. If you’re looking for an example of how to do this, check out how the incredible online toilet paper company, Who Gives A Crap, approached this.
And when all else fails, choose kindness. To yourself. And to those around you. We are all on this COVID rollercoaster together. It’s different for everyone and easy for no one. Kindness always wins.