How is it possible to lead effectively as we move beyond the relative chaos and uncertainty of 2020 and prepare for the future? Management lessons from COVID-19 for 2021.

This article explores potential changes to management practices that may be required from the perspective of a university student developing future-ready business skills.

The impact of COVID: shifting from chaos to targeted change

For many, the COVID outbreak has been the black swan of the decade. There are still many countries around the world showing an alarming upward trend in terms of COVID cases. The pandemic has plunged the world into a period of relative chaos, leaving medical systems strained, businesses shut down or struggling, and a growing number of people unemployed.

After a year of extraordinary change, research shows that in the first half of 2021 the negative impact of the epidemic should start to dissipate, and by the end of 2021 COVID may end in an epidemiological sense.^[1] However, the aftershocks are likely to be felt for many years to come.

It will be imperative for employers as well as employees to understand how workplace practices have had to adjust during the pandemic and to take advantage of new developments. This will be possible by making improvements based on these innovative changes rather than reverting to traditional practices.

Technology unfolding: the need for more flexibility and creativity

As a driving force behind the fourth industrial revolution, the development of technology has once again changed the ways we work, live and interact with each other. The novel coronavirus has simply fast-forwarded the pace of change.

In the wake of COVID-19, for example, businesses will increasingly provide their employees with the option to work remotely. As a result, labour-intensive jobs are likely to become more automated in the future, and companies will increase their demand for creative talent^[2].

The tertiary education sector has had to adapt to extensively using remote meeting tools to respond to the need for social distancing, and these tools are likely to continue as standard use in the future.

Telecommuting has become a widespread practice as well, which will greatly shorten the travel time of employees and access to global talent for employers. According to The Washington Post, technology companies such as Twitter will allow employees to work from home permanently, which also indicates that they will be able to select talents from around the world, not just a few cities around the company^[3].

While on the one hand, remote work practices will shorten the commuting time for employees and enable more efficiency, on the other hand maintaining close collaboration with colleagues digitally will become a challenge.

As one of the most important skills in the workplace, communication skills will require more creative solutions to develop effectively. A simple action like turning on the camera during an online meeting may help to assist with improving communication and relationships with others.

Redefining management: the new role of supervision and support

Organisations will now need to make corresponding adjustments in management practices to adapt to the new ways of working in the digital age. Leaders are likely to face a number of challenges due to remote work, including lack of engagement, the need for more information more clearly and more regularly communicated, and the need for more feedback^[4].

The overlap between the working environment and the personal living environment may impede or improve employees' work progress, and there can be serious implications either way. While some people will spend all their time focusing on work leading to overwork, as it can be difficult to switch off when work is ever-present, others will tend to procrastinate or disconnect because they don’t have the same level of motivation and engagement that can come from being in an office with others.

Reasonably arranging individual work plans for employees and monitoring the success of these plans will become critical. The manager’s role will increasingly need to become more of a facilitator to foster a sense of belonging. Managers can also create a culture of open sharing to encourage self-monitored progress.

How leaders can start doing things differently

A survey has shown that during the epidemic, workplace safety and the psychological problems of remote work have been the two most concerning issues for employees^[5]. In response to employees’ concerns and the potential for increased alienation, the organisation should provide employees with relevant training and psychological counselling when necessary.

Here are some other practical ideas on how to lead more effectively in a post-COVID world:

• encourage self-reported progress
• create a platform for sharing successes and challenges within a team regularly
• establish mutually identified and agreed guidelines
• provide a number of communication options to suit everyone.

Considering our natural ability to learn and adapt, this significant disruption of a pandemic can help us leap to greater opportunities. This should enable more efficient and effective processes and ensure we can progress beyond chaos to creative new opportunities.

[1] COVID-19 Briefing Materials (McKinsey & Company)
[2] The Future of Jobs Report (Centre for the New Economy and Society)
[3] After Announcing Twitter’s Permanent Remote-Work Policy, Jack Dorsey Extends Same Courtesy To Square Employees (Jack Kelly)
[4] A Guide to Managing Your (Newly) Remote Workers (Barbara Z. Larson, Susan R. Vroman, and Erin E. Makarius)
[5] COVID-19: Implications for business (McKinsey & Company)

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