LEADING IN LOCK-DOWN & BEYONDIntelligent & Courageous Leadership in Crisis

By Lucy Brewster

22/05/2020 2

Who are JW Seagon?

11,000+customers across Africa and beyond

40+employees across4 countries

20+partnerships with leading local and international health, general and life insurers

Independentinsurance brokerage services, offering our clients with a trusted one-stop-shop for all their insurance needs

25+years of experience

Our Relationships

Leading in Lockdown and

Beyond

Intelligent and Courageous Leadership in Crisis

The changing space and place of work

How are you experiencing the new “normal”? As a leader, how are you coping?

Sometimes I overcomplicate problems where a simple solution would do

People sometimes perceive me as detached and aloof

Often I just listen and don’t exert any influence in a group

I often do things at the last minute and run out of time

At times my lack of organisation impacts my performance

They are times when I have regretted acting first and thinking later

Sometimes I get lost in the details and miss the big picture

My cautious approach can make me very resistant to change

Sometimes I am so focused on my goals that I don’t adjust to changing circumstances

At times, I lack drive and a clear goal focus

Sometimes I spend too much time organising my work and not enough time doing it

“Sometimes I am so direct I upset people”

They may allow themselves to become mediocre, shut down, become hesitant in the way they make decisions and fail to

inspire their teams.

They may become over-controlling, focusing on getting tasks done, telling teams what they need to do and limiting ideas

and initiative.

They make become a little unfocused and chaotic, unable to really get down to task in hand and less productive than normal.

Any of which can have a negative trickle-down effect.

Right now some leaders are struggling to lead as well as they did before

And it’s not surprising …• In sudden unexpected change,

we can experience: – Loss of daily routines– Loss of physical connection

and presence– Uncertainty– Disorientation– Stress– Concerns about the

continuity of life as usual– Concerns for well being

As leaders, how do we come up to the challenge?

What are the qualities that leaders should be demonstrating now? What makes a good leader through change, crisis?

I often step forward and take the initiative in a group

I can easily adapt my approach to suit changing circumstances

I listen to others before giving my views

I can be relied upon to deliver against my commitments

Good common sense is one of my strengths

I control when and where I express my emotions

I prefer to talk to people rather than communicate in writing

When faced with a challenge I take a logical and objective approach

Working in cooperation with others is a strength of mine

I am known as somebody who is highly determined and focused

I enjoy being a source of innovative ideas

People see me as cheerful and enthusiastic

“How do we step up to the mark and role-model the right behavioursand leadership for our team?”

Leading virtual teams through crisis

Establishing Routines, Expectations and

Predictability

Maintaining Connection Building Trust

Setting Norms, Expectations and Predictability

What should I be doing now?What is my focus? How do I ask? Who do I ask?

Offices/on-site provide structure and focus

- Structure – place and time I come in order to do my work

- Focus – my desk, cubicle, work area and meetings help me focus on work tasks

In a virtual environment, it is up to the employees to create that structure and focus. This can be daunting- How do I work now? Do I have

everything I need? Are others doing something I am not?

- Leads to uncertainty, loss of productivity, engagement

• When will we meet?• How will we discuss and resolve problems?

How will we come to decisions?• What tools will we use to communicate?

Norms

• When will we meet?• How will we discuss and resolve problems? How

will we come to decisions?• What tools will we use to communicate?

Norms

• When will we be on-line? Response times and availability

• Peer to peer interdependence and accountability• When do I solve problems independently, escalate,

ask for help?

Expectations

• When will we meet?• How will we discuss and resolve problems? How will

we come to decisions?• What tools will we use to communicate?

Norms

• When will we be on-line? Response times and availability

• Peer to peer interdependence and accountability• When do I solve problems independently, escalate,

ask for help?

Expectations

• Communicating consistently• Being a role model; setting the tonePredictability

Setting Norms, Expectations and Predictability

Needs focus

In progress

Doing well

Leading virtual teams through crisis

Establishing Routines, Expectations and

Predictability

Maintaining Connection Building Trust

Keeping Connected

• From transactional interactions to genuine collaboration

• Authenticity; meaningful exchanges between people

• Understanding the differences between one another and appreciating the values that others bring

But it’s not just about physical distance

Virtual Distance

Physical Distance Operational Distance Relational Distance

Working from home How we get things done Differences in personality

Different countries Different ways of doing things

Misunderstandings and lack of cohesion

Different time zones Procedures Lack of appreciation of team diversity

Increase social connections

Take team building on-line

Celebrate/acknowledge contributions

Humanise team members

Build self-awareness and understanding of others

Keeping Connected

Needs focus

In progress

Doing well

Leading virtual teams through crisis

Establishing Routines, Expectations and

Predictability

Maintaining Connection Building Trust

Building Trust

Good Communication

Interpersonal Trust

Individual and Team Performance

Benefits of Trust in Teams

29%More life satisfaction

50%Higher productivity

76%More engagement

TRUST LEVEL DESCRIPTION

Level 1 You don't trust this person at all. You can’t rely on themto complete anything and it's not worth the effort.Should they really be in your team?

Level 2 You trust the other person to get the job done, but only with repeated reminders. You know you'll need to spend time making sure that the work gets done.

Level 3 You trust the other person to go out and find all possible solutions, but you aren't sure he or she has the judgment to choose the best of those solutions.

Level 4 You trust the other person to take on the problem and solve it. If you simply point out the problem, you know this delegate will find all the options, choose the right solution, and implement it in a timely manner.

TRUST LEVEL DESCRIPTION

Level 1

Level 2

Level 3

Level 4

Needs focus

In progress

Doing well

Building Trust

New leadership skills in the new world of work

Empowering Others

Deliberate calm and “bounded optimism”

Pausing to assess, anticipate, then act

Demonstrating empathy

Communicating effectively

“It’s not the fittest. It’s not the strongest.

It’s the one most adaptable to change that will survive”

Charles Darwin

Take a temperature check with your team.

How they are feeling, how they are performing?

Ask how your managers are coping? Do they need extra support?

Review systems and procedures that support the team during this time.

Communication is key; top down, bottom up.

Are you communicating enough?

Think about the team’s morale … you need them to remain engaged and be ready to bounce back!

Q&A

To speak to Lantern directly to discuss how we can offer more support for

your teams, please call:

+254 0720 781419www.lanterntraining.com

Thank you for your time

www.jwseagon.com

To find out more about our Insurance products call JW Seagon today on +254 709 455 000|visit www.jwseagon.com| email us on

talk2us@jwseagon.com

www.lanterntraining.com