Those of us living through the Covid-19 pandemic are witnessing the most profound global changes since World War II. In a matter of weeks, we have been ushered in a new way of working and relating both on an individual, organisational and societal level.

One of the most pressing questions that needs to be answered at this time is 'what is the task of leadership?'. As this crisis calls forward essential new leadership qualities, we are all bearing witness to graphic examples of leaders who are doing it well, and those that are floundering. So, what are these qualities and how can we as leaders adjust our approach in this time?

It’s tempting to believe that during times of crisis, a bewildered workforce needs heroic leadership – the kind that assures us that everything is in hand and that our leaders are somehow ahead of the 'game' and in a position to assure a good tomorrow. But big promises ring very thin when results are not forthcoming and there is the absence of authentic relational connection.

Others might suggest that visionary leadership is needed to focus our imagination and motivate us work for a better future. But vision too is short-lived. It may promise a future, but when we are near the bottom of Maslow’s Hierarchy of Needs Pyramid and contending for safety and security, our commitment to visions is easily diverted.

But even though they are mobilising, neither of the above two leadership styles is needed during a crisis. What is need is something far less spectacular and far less visible. We need leaders who are authentic, personal and relatable.

In his excellent HBR article (The psychology behind effective crisis leadership), Gianpiero Petriglieri describes this leadership quality as 'holding'. He defines it as: the way another person, often an authority figure, contains and interprets what’s happening in times of uncertainty.

On a practical level, this means that leaders have to think clearly, offer reassurance, orientate people and help them harness their resources and relationships.

Well-known in the world of coaching, the concept of ‘holding’ highly relies on empathy and reflects a more nurturing and feminine approach to leadership than the masculine idea of “leading from strength”. This approach allows leaders to create a safe space for others to explore their own thinking and come up with some new and empowering choices.

So how can leaders “hold’’ their people well in this time of crisis? Holding requires a range of leadership skills including the ability to show care and empathy without being derailed by the suffering of others or being drawn into their subjective interpretation of events such that they become entrenched.

Borrowing from approaches in coaching, there are a number of assumptions that leaders can adopt to enable them to “hold” others well:

Assumption #1 – People have innate potential

How a person behaves during a crisis, is not reflective of their potential or capability. Astute leaders can zoom out of the current picture to see the potential of the individual and to help them connect with their own resourcefulness, rather than feeling the need to swoop in and rescue them!

Assumption #2 – You can show respect without agreeing

People usually make the best choices they can with the information they have available to according to their map of reality. Leaders need to respect their people’s map of reality even if they don’t agree with it. Through empathetic listening and insightful questions, leaders can invite their people to open their lens on reality and identify new choices for moving forward. Resist the temptation to try to “persuade” people out of their current view of reality. Remember - People don’t care what you know, until they know how much you care!

Assumption #3 – People already have their answers

Many leaders avoid 'holding' because they fear being put in a position where they can’t meet the expectations of others. This anxiety is based on the assumption that the role of leadership is to provide answers. But there is a downside to this. Whilst providing answers can be helpful, it can also make others feel helpless and can potentially reinforce self-doubt, limiting beliefs or a level of dependency. Leaders that “hold” assume that others have the ability to solve their own problems and know how to strike the balance between providing necessary information and allowing others to come up with their own solutions. Remember, your answer is not necessarily the best solution to “their” problem.

Assumption #4 – Sometimes words get in the way

There are times when people need to be 'held' without words. Situations of grief and loss often defy words and all that is required is empathy a comforting presence. Leaders that ‘’hold’’ others well shake off the pressure to offer platitudes to those experiencing existential pain and are able to simply be ‘’with’’ those them in a supportive and congruent way.

For many leaders who have focused primarily on building functional expertise, the prospect of 'holding' may seem very daunting, but it is nothing more or less than an opportunity to bring more humanity into leadership and to connect with the shared vulnerability of a workforce in crisis. Armed with a few helpful mindsets and coaching skills, leaders that step up into this more human space, are in a position to forge new ways of working and powerfully engage their people through the crisis and beyond.

This article was authored by Tracy May, Founder & CEO at The Diversitas Group. As CEO of The Diversitas Group, Tracy works with clients across different industry sectors supporting strategic behavioural change in line with organisational goals. Through her expertise in cultural intelligence and executive coaching she supports individuals and teams to fully leverage the benefits of their diversity. As well as being an accredited Executive Coach, Tracy has a background in clinical psychology and is accredited on a range of psychometric tools.

Tracy will be the guest of our upcoming free webinar on Inclusive Leadership. To stay up-to-date with our latest webinars and join us, click here.