By Lee Piccoli, Founder & CEO of Fusion Homes
Navigating the COVID-19 pandemic has been a true test of leadership – the last two years have pushed us to our limits, challenged our way of thinking and forced us to adopt ways of operating that we never imagined possible. Above all else, as the Founder and CEO of Fusion Homes, my greatest responsibility has been to my staff, employees and colleagues, who looked to me for guidance and reassurance that we had a plan and their future was secure. Sustaining a business during the pandemic has been a masterclass in effective leadership and while there are many lessons that I’ve learned along this journey, six specific practices have anchored my leadership style.
- Insight: While no one can predict the future, we can work towards preparing an organization for challenging times. First and foremost among this, is the requirement for constant monitoring of the external environment and unfolding developments – it is critical to access correct, relevant and up-to-date information as essentially, this is the foundation stage of all decision-making. The more awareness and insight that leaders are able to garner at this stage, the better their decision-making will be. On a personal level, at Fusion Homes, we were continually monitoring and assessing from the onset of the pandemic and based on the insights we secured, we pivoted many elements of our business, including how we conduct our community launches, facilitating our first-ever virtual release, along with online galleries, customer service support, and much more.
- Decisiveness: Being decisive is a reflection of mental clarity and enables one to decide with speed and precision. For me, as a leader, I am very clear in my priorities and goals and the actions required to achieve them and thus, no matter the circumstances, I have perspective on the necessary steps that are required. For example, our employees are at the heart of everything we do, so the decision-making is always swift when it comes to their wellbeing, especially during the pandemic. Even before the provincial order, we voluntarily decided to shut down construction on all our projects to create an onsite safety system that would protect our employees: The Safe Work System. We asked ourselves: Would we feel comfortable going to work there? Would we feel comfortable sending our kids to work there? And the answer was always the same – until we ourselves felt comfortable and safe enough, we would not be asking anyone else to do the same.
- Agility: The very nature of ‘uncertainty’ means that things are constantly changing and leaders must be quick to reassess the situation and make the necessary course corrections. Agility and adaptability are the cornerstones of being successful during turbulent times. Plans are necessary, but it’s the ability to change and adapt that is key. I never think of the future as binary – I always visualize a number of possible scenarios and the different ways that they can unfold. Looking at the rest of 2022 and into 2023, there are multiple scenarios I can see unfolding and I am constantly weighing the probabilities of each one materializing. Filtering decisions through each scenario ensures we are taking advantage of opportunities and de-risking threats at the same time.
- Empathy: The COVID-19 pandemic has put a spotlight on the role that empathy plays in leadership and underscored the fact that it’s the empathetic leaders that have been the most effective during this period. If you can’t be there for your employees when they need you the most, then there’s nothing stopping them from finding an employer who will. According to research from Businessolver, 82% of employees would consider leaving their job for a more empathetic organization, while 78% of employees would work longer hours for a more empathetic employer. Prolonged periods of uncertainty can cause a lot of stress and anxiety in the workplace, so it’s important to understand the state of well-being of those around you and also empathize with their struggles.
- Vulnerability: Brené Brown’s quote on vulnerability says it all: ‘Vulnerability is not winning or losing; it has the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it’s our greatest measure of courage.’ Showing vulnerability is an important part of being an effective three-dimensional leader. By showing our own vulnerabilities, we create a culture where people feel trusted, safe and secure. As a leader, I have always tried to practice what I preach, especially when it comes to my personal journey and the challenges along the way.. I am human and it’s important for my team to see that I am doing the best that I can, no matter how hard something may be.
- Be visible (and inspire hope): During times of crisis, it’s ok to over-communicate and to be overly visible and accessible. When communication stops, people are prone to imagine the worst, so for me, it was important to increase my frequency of engagement with my team and also give those interactions purpose. Throughout the pandemic, every time I addressed my team, I used the Stockdale Paradox as a foundation to inspire and motivate. This concept is rooted in the principles of having a realistic view of the current situation and providing a rational basis for hope in the future. Confronting reality is vital to success, but we must always impart hope and remain optimistic about the way forward. A rational basis for hope remains one of my key tenets when it comes to inspiring, motivating and engaging my team. Leaders are role models, especially during difficult times, so the more accessible that I can be, show people that we are optimistic and are taking the necessary steps to secure their future, the more reassured they will be.
