March 30, 2020
Thoughts by Joni Fedders, President of Aileron
It seems like reality is setting in for many of us in week two of quarantine. Staying indoors, spending time apart from the people we love, and interacting with team members through a computer screen doesn’t necessarily feel good, but it’s becoming more accepted. Settling into this new normal hasn’t been easy. It’s catalyzed a massive period of adjustment for myself and for our team; we’re being called to be more adaptable than ever, and to exercise the practices that support flexibility: patience, compassion, and trust. Internally it requires us to lower expectations, judgments, and, in some ways, intensity.
We’re being patient when kids, spouses, and pets show up to conference calls, and we’re giving people extra breathing room as we all try (and fail) to juggle home life, parenthood, and the stress of our circumstances while doing work. We’re being compassionate as we derail calls about cash flow and operations to share our fears, vulnerabilities and anxieties. And – most importantly – we’re trusting that everyone is doing the best they can.
Here are some more specific ways we’re being adaptable to this new way of working:
We’re being flexible with our expectations
We’re changing our idea of what work meetings look like, and letting people know it’s okay if we hear dishes, dogs, and kids laughing during a call. We’ve found that this has taken away a layer of anxiety people feel when we expect them to be fully focused and eliminate all chaos around them – which isn’t possible right now.
We’re also being flexible with time. In this new environment, it’s unrealistic to think our team is sitting down at 8:00 am and working until 5:00 pm. Heck, that expectation is unrealistic even in an office setting. We’re opting to trust that people are using their time the best they can, and consciously choosing not to add unnecessary stress by creating impractical expectations.
We’re not just being flexible with when people show up, but how. We’re not expecting everyone to show up with a “this is awesome, everything is fine” attitude all the time. We’re reiterating to our team that we don’t have to constantly operate at high energy levels; there’s a place for anger, sadness, and frustration in our daily work. Just because things feel more normal doesn’t mean the emotional roller coaster is over.
We’re being flexible with our virtual processes
We don’t expect the processes and systems we’re using today to last forever. In fact, we’re already thinking about the next iterations of them. Our virtual all-team morning huddles are serving us now, but how long will that last? Our Zoom Friday happy hours are working now, but will they still feel special in two weeks?
We’re giving ourselves space to experiment with new ideas. More specifically, we’re rallying around one idea: Virtual work shouldn’t rely on using video to replace every interaction. We’re thinking about how to use group text, chat platforms, phone calls, and even hand-written mail to create human bonds, and we’re hesitant to rely too much on technology to do the work for us. So far, that looks like giving our team a half a day of vacation time next week to connect with their families and take a break. We’re also exploring the idea of an innovation hour: a 2-hour block of time when we’re all working independently on a passion project, and experiencing connectedness while engaging in individual pursuits.
We’re being flexible with content delivery
Last week we launched a new virtual workshop, Shifting Energy to Lead Change. This project was accompanied by totally new kinds of stress. To start with, we designed this content in one week flat. We also asked people to use new tools and technologies they weren’t familiar with so we could share our content virtually. We all agreed the stress was worth it, because we knew this workshop was something our community needed. So we stepped out on the ledge, used new tools and processes, and experimented in front of a live audience in the hopes that we could help our community navigate the challenges they’re facing. I participated myself, and found it to be an incredible process for sorting out your emotional roller coaster anytime, but especially during this time.
The biggest blessing for me personally has been seeing our team come together to fulfill our mission. I’ve seen in totally different ways what we’re capable of when we rally around an idea. Like how coal becomes a diamond when under intense pressure, our team has astonished me with their ability to use this time to give birth to incredible work. That’s a gift I’m taking away from all the chaos, and a feeling of gratitude that’s going to carry me through the next week.
March 23, 2020
Riding the Emotional Roller Coaster
Thoughts by Joni Fedders, President of Aileron
The past couple of weeks have been filled with ups and downs. Unfortunately, there’s no rulebook or blueprint for how to navigate a global pandemic, rapidly shift how you operate your business, and lead your team through mass, unprecedented, totally unexpected change. I’m feeling the pain. I’m struggling with whether I’m doing what I need to do to support my team and family through this, and I’m processing a wide range of emotions; in a single day, I’ve experienced as many as a dozen emotions, ranging from:
- Disbelief: There’s no way our country could shut down like this.
- Anger: Our business and our team have been completely interrupted.
- Frustration: I thought we were prepared for anything – what do we do now?
- Gratitude: I’m so thankful for an amazing team, and the way we’ve come together to get through this as a community.
- Fear: What do I do to keep my family, my employees, and myself safe?
- Skepticism: It can’t be as bad as they say it is.
- Relief: I’m grateful to have the flexibility to protect my family and for our team’s grit.
- Excitement: I’m invigorated by what we can learn from this experience and how it can advance our mission.
Add in there a mix of panic, denial, shock, gratitude, curiosity, and sadness and you get something close to the cocktail of emotions I have been navigating. And I know I’m not alone. Business leaders around the world are facing the same challenges, and we’re all asking the same question: where do we go from here?
To be honest, I don’t know.
I don’t know where we’re going. I don’t know what next quarter looks like. I hardly know what next week looks like.
But I know how we’re going to get there: consciously.
We’re leaning on conscious leadership now more than we ever have. We’re being patient with ourselves and each other, allowing this concoction of emotions to exist, and giving people space to feel them. We’re trying our hardest to not let those emotions control our lives, actions and our organization. And we’re choosing to lead with intention, patience, and love.
Here are some things I’m trying personally and we’re trying as a collective organization. Maybe they’ll help you as you practice conscious leadership in the next few weeks.
We’re meeting people where they are.
We’re focusing right now on acknowledging and empathizing. We’re not tasking ourselves with changing anyone’s energy. That’s not going to be fruitful or healthy for anyone’s emotional processing. We’re giving people space to show up as they are, and that’s where we are meeting them.
We’re being flexible, and we’re experimenting.
I don’t think I even knew what workplace flexibility meant until this week. We’ve totally shifted to a virtual workforce, and are treating this time as an experiment. By doing this, we remove the labels of “good” and “bad” from our experience, and instead focus on what feels right and where there are gaps and breaks in the system. We’re recording key learnings and observations, and logging our personal experiences in a digital group journal.
We’re scrambling, but we’re scrambling consciously.
There’s no way to go through this experience and not scramble. But we don’t have to scramble about everything. We’re scrambling over the things that matter – paying our team, shifting our operational model, and getting groceries, for example – and ignoring the rest. There’s no way to focus on everything, so we’re only focusing on what’s important and urgent.
We’re connecting as a team and as a community.
We’re launching new services to empower our community to connect, and hosting a morning internal virtual huddle. These 30-minute kickoffs have given our team a new routine to rely on. We’re not trying to analyze what makes them successful, we’re just giving people time to connect. We add in mindfulness through personal reflection, and even experimented with group meditation. These meetings have been critical; right now, people just want to be able to connect, because in human connection, we can find peace and be reminded that everything is going to be okay.
I’m going to continue to download my thoughts regularly as we go on this journey together. If you know of another leader who might feel heard or understood by reading this, we’d love for you to share this with them, and we’d love to hear from you.
As you process the past week and navigate the next one, you’re probably working through fear, mobilizing resources in new ways, managing for an uncertain future, and helping your business survive in the hopes of normalization. As you do, we want to be a thought partner, a trusted friend, or even just a listening ear. Complete this form and someone will get back to you within a day to help you develop a plan, process your thoughts, or connect to others who are leading through these changes. When you’re ready, we’re here.