Independent Banker - July 2020 - 21

Next: Make the most of your D&O policy
instituted weekly video meetings for all staff ,
which have reminded us that communication is
more accurate when you can see your team's faces.
Overcommunication is nearly impossible
during uncertain times. However, keep a variety
of channels in mind. Another Zoom meeting
might not always be the best way of connecting.
If you need to share information with your team
during off hours, for example, an email may do
the trick, but consider delaying its delivery until
morning so your team members don't feel the
pressure to respond at all hours. Alternatively,
a prerecorded video can be a great new way of
engaging, as the visual of a leader is often more
comforting than the written word.
It's important to recognize that priorities have
changed and will keep shifting, especially if facts
are changing by the day, hour or even minute.
During the fi rst 75 days of COVID-19, our teams
were reprioritizing on a moment's notice and
pulling in key staff when needed.
Leadership at All Levels
By Lindsay LaNore, ICBA
Leading
in times of
uncertainty
he COVID-19 outbreak has been a time
of extreme uncertainty. It has put pressure
on us to meet the needs of the communities we
serve, in addition to the weighted responsibility
of keeping staff safe. So, what can we learn from
it about leadership?
It may be obvious, but we know communication
is paramount. Communicating at all levels-
up, down, lateral-and via multiple channels is
essential. From the outset of the pandemic, our
ICBA executive management team established
daily video meetings to connect. Our team also
T
Lindsay LaNore
(lindsay.lanore@
icba.org) is group
executive vice
president and
chief learning
and experience
off icer
Remember to acknowledge the uncertainty.
Show people that you are human and recognize
that uncertainty is stressful. Assure them that
while the situation is fl uid, so is your evaluation of
it. This is critical in the decision-making process
and important as leaders look to optimize their
team's emotional, mental and physical health.
It's more important than ever to keep an eye
on your team. They may feel the pressure to keep
pace with you and other leaders, but, in reality,
they may be fried. Give them permission to slow
down, take a moment and re-energize. This is a
marathon, not a sprint.
The same applies to you. Self-care takes on a
whole new meaning during uncertainty, especially
in a health crisis like this one. It is OK to
say no. Get lots of rest, do your best to get some
exercise and eat well.
This may be a great time to delegate. Many
leaders feel the need to shoulder the weight, but
sharing the responsibility makes others stronger.
Focus on what you can control, but resist the urge
to micromanage!
Finally, have some fun where you can. Remind
your team that a wild imagination can trigger
incredible outcomes. Yes, your process may have
always been a certain way, but why not take this
time to change things up? In uncertain times,
that may be exactly what is needed.
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Independent Banker - July 2020

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