5 Things Managers Learned from the COVID-19 Pandemic

Given that Asia was the first part of the world to be hit by the COIVD-19 pandemic, countless people are looking to the continent for answers – including business leaders. 

While businesses in Asia have not fully disengaged from the COVID-19 situation, they’re months ahead of the United States in terms of the impacts and response and, as a result, have important observations to share. 

Due to the hyper-local nature of the disease, pandemic-related issues depend on specific locations, industries, and companies. Figuring out and applying the best worker policies and remote work strategies have ended up being the biggest challenges and essential lessons to learn. 

With this in mind, below are five things that managers in the United States can learn from their counterparts in Asia. While these lessons were learned over the past few months, they can be applied to a wide range of crisis situations. 

1) Project Confidence and Direction  

In a crisis, employees depend on their leaders at all levels of the organization to set the tone and make smart decisions. Management should prioritize worker health and company sustainability. Prioritize regular and candid communication with staff members. Regular communication not only helps mitigate the existing situation; it becomes invaluable if the situation gets worse. 

2) Provide Context and Transparency 

Leaders ought to be a reliable source for precise and current information on the crisis and how it is affecting the company. Management should avoid sharing information from social media and partisan sources. Instead, leaders should share objective data from official resources, like the World Health Organization and the Centers for Disease Control. All information that relates to the company should be contextualized, and “unknowns” must be communicated so that employees have a clear understanding of the situation as it evolves. 

3) Encourage Team Communications 

Encourage staff members to continue professional and personal interactions with one another. An online poll of Asian companies revealed that 40 percent of respondent organizations set up virtual check-ins, and 32 percent introduced new communication tools to do so. In addition to introducing any new tools, urge staff members to leverage existing company communication platforms. \’ 

4) Set Guidelines 

The remote work situation will look different from employee to employee, depending on their personal needs. With schools shutting down, many people have been asked to take on the part of the responsibility of educating their child(ren). Companies can meet various needs by allowing employees to adjust to their new situation. For example, teams can agree on “core times” when all team members can conference and collaborate. 

5) Provide Flexibility 

When getting ready for the inevitable return of staff members to the office, encourage workers to make decisions most suitable for their needs and level of comfort. Where possible, let staff members return when they feel comfortable. Enable key who absolutely must come back to the office to select hours that are work most effectively for them. 

We Can Help with Your Ongoing COVID Response 

At Superior Resource Group, we’re working with our clients to help them navigate the ongoing COVID pandemic. Please contact us today to find out how we can help your organization. 

 

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