Effective storytelling in the face of a crisis like COVID-19 can provide meaning, purpose, and power. In this video Chris shares a quick tip on creating alternative narratives in a crisis.

I recently had the pleasure of meeting with Thom Singer and Craig Brown from the Digital Enterprise Society Podcast, to discuss the importance of finding the opportunities in any situation, even in a pandemic. In it I highlight the importance of shaping the story that you tell yourself about your current situation, how to find the good even in these trying times, and the importance of focusing on the relationships that can lead to the greatest opportunities of your career.

We also cover:
The value of shaping your narrative

• Narratives assist in connecting people and helping them visualize the result.
• Share your stories of resiliency and creativity as well as the stories of your trials. 
• Turning the negative into a positive starts with focusing on the moments of hopefulness.
• Ask questions that highlight moments of triumph in an environment of dismay.

• Narratives assist in connecting people and helping them visualize the result.
• Share your stories of resiliency and creativity as well as the stories of your trials. 
• Turning the negative into a positive starts with focusing on the moments of hopefulness.
• Ask questions that highlight moments of triumph in an environment of dismay.
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How to find the good news in bad situations

• Employ a confirmation bias by looking for the good in the information you consume.
• Changes in your career situation due to COVID-19 can be laced with opportunity.
• Identify the space between your comfort zone and where future possibilities lie.
• Tell the stories of success that have come as a result of your challenges. 
• Focus on the innovation that comes when change is forced upon you. 

Effective ideas for improving your current situation 

• Feelings of isolation are only going to exacerbate your discouragement — don’t allow yourself to remain isolated.
• Now is the time to develop relationships with people in your professional and personal circles. 
• Look for ways to get outside of your own story through service and volunteering.

How to cultivate business relationships that lead to opportunity

• Make yourself more visible to your company and your network.
• People matter more than ever in this current situation. 
• Check in on the people in your circles — try sending three texts a day. 
• Introverted people will benefit from a more concentrated effort to reach out. 
• Focusing on acts of service will take the ego out of your efforts. 
• Use social media as a tool to help increase your visibility. 
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Give it a listen:

COVID-19 is continuing to be disruptive to our lives, communities, and workplaces. It can be argued that all these things will be forever transformed. As leaders, it is our job to chart a course through cloudy and uncertain times, while supporting and sustaining the wellbeing and emotional health of those that work for and around us. In a recent report Mercer surveyed 500 US employers and found that 28% have introduced new programs specific to employee mental health since the pandemic began. This is a good start, but many employers are falling behind in analyzing the impact of these challenging times on employees’ mental health and providing additional support. The Mercer report argues that this needs immediate attention.

Why is it so urgent? According to a recent study conducted by the USC Dornsife Center for Economic and Social Research, symptoms of anxiety and depression have sharply increased nationally to 39%, and where I live, nearly 50% of those surveyed in LA County were experiencing symptoms. And if that wasn’t bad enough, authorities nationwide are reporting an uptick in fatal opioid overdoses during social distancing. Additionally, in the Mercer survey, 36% of respondents said that employees working remotely are experiencing mental health issues due to social isolation and economic anxiety.

Now is the time for leaders to take stock and determine if their mental health support is in alignment with their company culture, brand and core values. Now more than ever organizations need to wake up to the relational and emotional needs of their people. Giving an employee an EAP phone number to call is not enough. 

The following are some real things you might do to get started in attending to these issues:

Reduce Stigma: Provide workshops and trainings for leaders that speak clear and openly about the possible struggles we may all face during these challenging times and how leaders can be helpful in calm or rough seas.

Beyond EAP: Recently a manager at a well-known Fortune 500 company reached out and said, “Sometimes it feels so limiting to offer a number and hope they receive the attention and care that is needed.” We agree. Now is the time to consider more robust mental and relational health approaches.

Expand Treatment Access: This can include video and telehealth options, onsite care, or a concierge mental health support.

Coaching as Prevention: Regular coaching for your team can act as a preventive approach and provide all the benefits of coaching (engagement, well-being, etc.).

Peer Group Training: Combine peer learning with individualized coaching to build a strong community of concern for your organization. Participants benefit from shared learning and networking, building peer relationships that provide benefits long after the formal program has ended.

There is no better time than now to address the critical issue of the relational and emotional health of your employees. 

For more information and ideas about how we can help.