1.
Forward to Work
Leading in Uncertain Times

2.
2
With us
today
Kate Bullinger
President, United Minds
Alison Quirk
Former Chief Human
Resources Officer, State
Street Corporation

3.
3
The leadership challenge before us
Profile of a leader in these uncertain times
What employees need from leadership now
Preparing leaders for re-entry
Seizing the long-term reinvention opportunity
What we’ll
cover

4.
4
COVID-19, racial
inequity and ongoing
protests For many leaders, this is both the
biggest challenge and the most definitive
moment of their careers

5.
5
1. RESPOND
Leaders had to act quickly to safeguard the wellbeing of
their employees and the health of the business.
2. RESET
Leaders are preparing to scale operations back up, still
facing uncertainty without a vaccine and widespread
immunity. They must shift from reactionary measures
and begin to make medium-to-long-term changes to how,
when and where work gets done.
3. REINVENT
Leaders must display cautious optimism and energy to
build anew. They must re-evaluate their organizations,
decide which change initiatives to continue with, which
new ones to introduce and how to position their
organizations for the long-term.
Strong leadership
is needed at every turn

6.
6
Consumer needs &
expectations shifting
overnight
The reality leaders
face: disruption in
every part of the
business Changes to the way products
and services are delivered
Interruptions to operations
and supply chains
Large-scale organizational
restructuring
JUST REPORT
The COVID-19 Corporate Response Tracker: How America’s
Largest Employers Are Treating Stakeholders Amid the
Coronavirus Crisis
How to Make Sure Your Product is
Needed In A COVID-19 World
Heightened expectations for
corporate leadership on CSR,
D&I and community support

7.
7
Anxiety,
uncertainty are
plaguing people
across all aspects
of life
AT WORK
7out
of
10 employees say this is the most
stressful time of their entire careers
WHEN SHOPPING
Half of consumers reported a reduction in
spending in the last two weeks
43% believe it will take them 6 months or
longer to recover financially
WHEN INVESTING
Sources: Ginger, McKinsey,
Betterment

8.
Leaders are no
exception
8
Little opportunity to cope and process events personally or privately1.
2.
3.
4.
5.
6.
7.
Many are working remotely and managing virtual teams for the
first time at scale
May or may not have the skills required to lead at this time, and
needing to learn in real-time
Having to make tough decisions without all the facts and without
precedent to rely on
Answering to concerned shareholders, partners, suppliers,
customers and employees
Being watched closely with every move scrutinized
Facing high expectations for their role in addressing current
societal issues

9.
9
a new type
leadershipof

10.
Compassionate
Leadership
begins with the intention
to see as others see and
feel as others feel.

11.
Compassionate
leadership in action
11
When Violence Erupted,
One Mayor Found All the
Right Words
‘An absolute gift’: Southwest flight
attendant, American Airlines CEO have
emotional racism talk at 30,000 feet
A Message from
Co-Founder and CEO
Brian Chesky

12.
12
Profile of a
successful
leader in
uncertain
times
This core set of attributes is
needed now more than ever
1. Trustworthy 2. Communicative
4. Flexible
3. Empathetic 5. Future-oriented
Behaves with integrity and
good intent; follows
through on commitments
Is visible and reliably shares
credible information as it becomes
available; engages in two-way
conversations
Puts people first; seeks to see
and feel what others see and feel
Sets a hopeful vision for the future
and rallies others in pursuit of it
Adapts his/her thinking,
leadership style and decision-
making to meet the moment

13.
13
Earn
employees’
trust
Most employers have
established credibility
with employees related to
their response to this
crisis, but must continue
earning it day by day
01

14.
14
Few things will earn
employee confidence
more than values-based
leadership
Employees want reassurance that their
leaders are doing the right thing whenever
possible, especially in difficult times. Trust
is built through dialogue and action, not
proclamations and intentions

15.
15
Commit to timely,
transparent, two-way
communications
Source: Roger D’Aprix
02
The key
questions we
need to answer
How have
expectations
changed in this
environment?
How do I request
accommodations and
find resources?
What can I do to help
the business? My
clients? Others?
Where is this
heading? How are
we getting ahead of
impacts?
Will I have a job in
the future state?
Will the nature of
my job change?
How is my part of
the organization
doing?
JOB SECURITY OUTLOOK
WAYS TO
HELP
INDIVIDUAL
NEEDS
PERFORMANCE
FEEDBACK
WORK UNIT
OBJECTIVES

16.
16
How
communications
impacts trust
Receive Info (%) Do Not Receive Info (%)
Proud to work for their employer 90 35
Employer puts the safety of workers above
profits
84 38
Employer’s response is exactly what it
should be
85 28
Look forward to going back to work 84 41
84% 80%
53%
Receive Updates from Employer
Working in an
office or facility
Working at home Furloughed
Source: KRC Research

17.
17
CEOs and other
leaders must be
front and center,
communicating
trusted information
Key to managing employee anxiety is a
consistent cadence of communications
from leadership
CEOs could consider borrowing from
Governor Cuomo’s model I believe communication is important and I believe
words are important. Say what you mean.”
“

18.
18
General communications principles
to keep in mind
Be visible and
accessible, even in this
remote environment
Establish a regular,
predictable cadence
Invite dialogue and ask
for feedback
Be an attentive and
empathetic listener
Be comfortable
responding “I don’t
know”
Be human in content
and delivery, especially
now
Don’t make promises
you can’t keep
Use forums that suit
your style

19.
19
Communicating
in a time of racial
tension
Now more than ever, leaders and
managers must reaffirm company
values and express their personal
commitment to diversity, equity
and inclusion
Ensure the CEO sets the example for other leaders to follow
Convene small group discussions and encourage one-on-one conversations
Recalibrate all corporate communications for content and tone
Provide opportunities for storytelling that fosters understanding
Educate employees on how to express support and practice allyship
Make time to co-create solutions

20.
20
Empathize with your
people and support
them in ways that
meet personal and
business needs
Lolly Daskal
03
+ Truly listen
+ Don’t interrupt
+ Be fully present
+ Leave judgment behind
+ Watch body language
+ Encourage the quiet ones
+ Take a personal interest
+ Lead from within

21.
21
Stay flexible – in attitude,
thinking and approach
04
What worked in the past will likely
not work in the future
The IBM Work From Home Pledge
During times of COVID-19
I pledge to be Family Sensitive.
I pledge to support Flexibility for Personal Needs.
I pledge to support “Not Camera Ready” times.
I pledge to Be Kind.
I pledge to Set Boundaries and Prevent Video Fatigue.
I pledge to Take Care of Myself
WITH YOURSELF
+ Be humble
+ Adopt an innovation mindset
+ Avoid making assumptions
WITH OTHERS
+ Be open-minded
+ Solicit good ideas from everywhere
+ Respond to different employee needs differently
+ Don’t be afraid to experiment and course correct
+ Check in with your people regularly to recalibrate
expectations

22.
22
Provide increased flexibility to what was already
a diverse workforce with diverse needs
Employee groups may need special accommodations
FRONTLINE
EMPLOYEES
- Hazard pay
- Paid sick leave
- Modified
schedules
- Company-
provided PPE
DISABLED
EMPLOYEES
- Extended WFH
arrangements
- Commute
accommodations
- WFH office set-up
stipend
PARENTS
- Extended WFH
arrangements
- Job role changes
- On-site
accommodations
OLDER
EMPLOYEES
- Extended WFH
arrangements
- Job role changes
- Paid leave

23.
23
Practice
optimism
05
Research shows approximately 50% of
people are worst-case thinkers. In a crisis,
they will be operating from fear —
contributing negative energy and sharing
doomsday scenarios. The antidote to this is
for leaders to operate from a realistic
assessment of what is most likely to happen,
challenging the team to move the needle
into more positive territory.”
“
Lucy English, meQuilibrium Kalev
+ Be emotionally self-aware
+ Choose to exude positivity even when they’re not
feeling it
+ Acknowledge the challenges but talk about the future
with vision, passion and commitment
+ Celebrate wins of all sizes to build belief and
momentum
A positive outlook leads to positive emotions and positive
emotions lead to increased performance, loyalty,
motivation, and customer service.
The emotions of leaders shape the feelings of the people around
them for better or worse. “Emotional contagion” is real, making it
all the more important for leaders to:

24.
24
to meet the
moment
Upskilling
leaders &
managers

25.
The great re-onboarding
customized training, events and engagement
opportunities that ready leaders and managers
for the new way of working.
Relieving anxiety by acclimating people to
the spaces, protocols and behaviors
required in a COVID world.

26.
26
Upskilling leaders
and managers in
two key areas
NEW OPERATIONAL PROTOCOLS
New schedules,
hours and work
locations
Testing
protocols
Sanitation
procedures
LEADERSHIP SKILLS THAT MEET THE MOMENT
Supporting
employees’ health
and safety
Fostering mental
and emotional
well-being
Building an
inclusive team
Building personal
resilience
Leading a
hybrid team
Having difficult
conversations

27.
ON-DEMAND
TRAINING
VIRTUAL
WALKTHROUGHS
LIVE SESSION
WITH LEADERSHIP
PRE-CAMP
CAMP EXPERIENCE
Leader & Manager Surveying Customized Re-onboarding Plans
POST-CAMP
Reboot Camp
Leader Playbook
Day-in-the-Life
Re-Entry Video
Series
WEEK 1 TRANSITION
Leader & Manager
Concierge
Services
Socially Distanced
Social Events
(Re)boot
Camp
Goals
1. Ensure leaders’
physical, psychological
and mental well-being
2. Reduce anxiety about
returning to work
3. Provide a positive and
seamless experience
AT-A-GLANCE
27

28.
28
for the
Leading
long term

29.
29
Now is the time
for leaders to
chart the path
forward DON’T JUST RECOVER, REINVENT.
As the COVID-19 situation begins to
stabilize, leaders are shifting from
crisis management to planning for the
future. And planning for the future is
all about transformation. Leaders have
an opportunity not only to recover but
to reset and reinvent, coming back
stronger than ever.

30.
Acceleration of change that
now has new urgency
Re-evaluation of projects,
priorities and resources
More disruption than people
can absorb or accept
Redefinition of the employer-
employee relationship
30
Preparing for the future:
What leaders might expect
Bringing worry, fear and
grief into the workplace
Affirmation of values &
emphasis on critical behaviors

31.
+ Everyone is facing anxiety and uncertainty, even
leaders themselves
+ Compassionate leadership is what is most needed
in today’s environment
+ Not all leaders have the skills they need to lead
through this time; companies must help them to
acquire them in real-time
+ Leaders and managers have a critical role to play at
re-entry/Day 1 of “the new normal” but must also
be thinking long-term
Key
takeaways
31

32.
Trusted
resources
32
Harvard ManageMentor: hbr.org/harvardmanagementor
Center for Creative Leadership: ccl.org
United Minds: unitedmindsglobal.com

33.
Forward to Work
Leading in Uncertain Times