It is almost two years since the world has been grappling with an economic meltdown brought about by COVID-19. Each day seems to bring new contradictions, worry, reduced staff engagement, low incomes and mounting pressure from demanding Board of Directors for results.

We do not want to imagine that kind of pressure on you now. However, you are not alone feeling the pressure.

Business Leaders at all levels are grappling with complex choices on how to keep their businesses open. It is a role they must perform without fail, if their businesses are to survive to avoid the many that have already closed,

In a situation where Africa is experiencing new COVID-19 waves, what should a leader be telling his or her team?

Preaching personal precaution

This should be an everyday gospel. Africa is currently lagging far behind in vaccination against the virus. As of mid-May, “just 1 per cent of the 1.3 billion COVID-19 vaccines given globally have been administered in Africa so far”, according toWorld Health Organisation.

While Africans continue to wait for a vaccine, taunted as the only solution to end the virus pandemic amidst its current surge, every business leader should make it a personal leadership responsibility to regularly preach a message of precaution and good nutrition as has been advised by health experts, to all staff and live the same gospel.

It is incumbent upon a leader, to be honest, and transparent about the situation at hand and its implications. Be mindful of the feelings of those who have already been affected when sharing difficult news.

Likewise, when team members share their losses and challenges, acknowledge and sympathize with their pain.

Increase staff interactivity

At a time like this, when fear and uncertainty about staff health and their jobs are real, true leadership comes handy. Turn your leadership style into an interactive one-where communication is a two-way dialogue.

In this case, management can respond to staff needs better, and also act on their insights. We are lucky now that technologies such as telephone calls, social media among others are enabling a real-time feedback process. Pick up that phone call or set up that zoom meeting and know what is going on in the lives of the people you lead.

As it is already known, poor communication leads to poor morale among your staff. It is even more critical therefore during this challenging period to be effective at communication.

Address concerns about job security.

Understandably, while many people are worried about their health, possible job losses are now given prominence among the extraordinary crisis that COVID-19 has brought to the world. In the first wave, many companies shed off staff. As another wave sweeps, surviving companies are planning to reduce staff numbers again as the cost of operations increases.

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It is not surprising therefore that anxiety is high. However, even if you harbour the same fears, your position as a leader inevitably puts you in the centre where staff look for the organization’s future, cues and direction.

Keeping this in mind, leaders should communicate what is at stake. Reassure staff about their job security if indeed it exists, but also be open if some will be leaving the organization.

Job losses are a global issue now but as a leader, you should find a way of communicating it as compassionately as possible, especially now that job losses seem to be getting closer to real people that you know.

Give a message of hope

Another important aspect at the current moment is for a leader to exude strength and give a message of hope. Because of the extent of uncertainties that now surround almost everything, people need not only to be told of their existential threats but at the same time hope. Be an embodiment of hope and encouragement to your staff as a leader in this crisis. That way, you will help those who are struggling with depression and other personal and domestic challenges because of the ongoing pandemic and its effect.

May we see great results as we work together to navigate the crisis at hand.

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