COVID Inspired Leadership - Changes, Lessons, and Reminders
No matter where you stand with regard to COVID-19 (masks, vaccines, etc.), we can all agree, the pandemic has impacted our industry. Bryant Group reached out to advancement leaders to find out what they discovered, or rediscovered, about themselves, their teams, and their leadership as they navigated the ever-changing, pandemic waters.
What we found elevates the spirit, and we’re sharing the results of our conversations. You’ll see common themes, creative problem solving, and adjustments in leadership in our changing professional landscape.
Special thanks to Kellie Anderson, Senior Associate Vice President, University of Rochester Medical Center, Mark Koenig, Vice President of Technology & Chief Innovation Officer at Oregon State University Foundation, and Alaina Parker Tuohy, Director of Business Operations for Advancement Services at Western Michigan University for investing time in the conversation and for making a meaningful difference in our daily work.
Shared Theme: Communication is critically important. While we may have thought about this pre-pandemic, it became an operational cornerstone in moving teams forward after COVID-19 became a household word.
Oregon State University’s Vice President of Technology & Chief Innovation Officer, Mark Koenig said, “You can’t be naïve about communications. It is not business as usual, in this environment; instead, you must be intentionally engaging and creative in how you solicit input/information from end-users of products/platforms, so that you understand the pain points. Input from collective ‘superuser’ groups led to ‘actionable insight’ for our IT division.”
Everyone reacts differently to Zoom or TEAMS. He continued, “Some people will share opinions and impressions of an issue AFTER a virtual facilitator requests input. Virtual conversation is different than face-to-face interaction, and it’s important to remember such.” Mark advises seeking opinions and impressions using a variety of approaches to get the necessary feedback. Silence isn’t always golden—especially in a Zoom meeting when input for a project is required.
Shared Theme: Replacing “Work-Life Balance” with “Work-Life Integration” more accurately reflects today’s work environment.
For many of us, the pandemic forced the creation of a “home office,” which can include pet appearances, home deliveries, construction or home repair, and children as a natural extension of the conversational environment. Alaina Parker Tuohy, Director of Business Operations, Advancement Services at Western Michigan University summarizes it this way, “We’re getting to know colleagues beyond the professional landscape and into their personal homes and spaces. As a result, we’re in an integrated environment as opposed to a perfectly balanced environment, and that’s ok. In fact, it may be better for everyone. Knowing professional teammates on a personal level, in their homes, truly humanized our colleagues. The pandemic reminded us that we were/are human in our basic form and appreciating each other as such, away from the water cooler, remains a solid way to build trust within a team and person to person.”
“Don’t assume malice,” became the mantra within the University’s Advancement division at Western Michigan University. Tuohy added, “Assuming that teammates do not want to complete a task, just because, shortchanges the individual, the team and the institution. The task may not be completed because other things occupy their thoughts (family emergency, ailing pet, bills, aging parents, etc.), or a teammate may simply need additional training before finishing the task. Oftentimes, we’ve jumped to the conclusion that a teammate is unwilling as opposed to not fully able to approach the work assignment. COVID reminded us that we are indeed human,” Tuohy said.
Shared Theme: Leading with vulnerability acknowledges that leadership and staff encounter the same stressors and challenges, and common ground can serve as the basis for a supportive environment and a cohesive team.
“The pandemic reinforced the importance of authentic leadership,” Kellie Anderson, Senior Associate Vice President at the University of Rochester Medical Center shared. Maintaining transparency and responding to employee needs/concerns in real time was not only the right thing to do, but it also resulted in greater job satisfaction and ultimately enhanced productivity.
“Our scheduled virtual calls with the team fostered an environment where teammates could express their concerns and work needs. The ‘check-in’ meetings allowed for bi-directional information exchange and shared decision-making/problem-solving. This level of communication ensured that everyone felt informed, included, and part of a cohesive team,” Anderson added.
Adaptability and flexibility were key to remaining productive during the pandemic. Kellie’s team intensified its focus on outreach, engagement, and contacts, more so than the dollars raised. This shift in focus resulted in deeper gift conversations and highlighted the importance of qualification visits and pipeline development. One of the new methods of information delivery and engagement was a virtual lab tour designed for augmented reality glasses and Zoom; it was a successful experience, and this and other virtual programming will become standard offerings, in addition to in-person gatherings moving forward.
Summary:
Ultimately, the pandemic reinforced and continues to reinforce, the importance of shared experiences among the team and leadership. Creativity, authenticity, and flexibility have never been more important than they are today, and communicating intentionally in a work-life integrated environment is here to stay. Bryant Group appreciates the effort, time, and wisdom shared by industry leaders, and we hope this insight is helpful for your respective teams moving forward.
