by Brian Lloyd Dayrit, Ahzil Gabion, Brian Anthony Gumiran, Rowena Melican, Crinezza Veil Mendoza, and Allan Grand Sobrepeña
We are all leaders in our own right! All of us have the potential, waiting to surface given the right opportunities, the proper tools, and supportive peers. The pandemic has opened doors for us to think creatively for solutions to workplace challenges. It has changed the dynamics on how we relate to our colleagues. It made us more adaptable, resourceful, and hopefully better leaders.
Forecasting the weather
The COVID-19 pandemic brought about a myriad of challenges in our respective workplaces. These challenges can be categorized under operations, workplace issues, and office culture and dynamics.
In the area of operations, a different face of digital divide emerged. It is no longer about the gap between those who have access versus those who do not. Rather, the divide is focused now on the ability to adapt and utilize new technologies. While this may not always be about ages and seniority, it shows how the younger generation were faster and have a better understanding and utilization of technology. In the age of digitalization and virtualization of work and operations, the younger generation were able to adapt and maximize what is at hand. The ubiquitous utilization of information and communication technologies and social media in the operations of different units to which members of the older generation are resisting and having difficulty getting used to contributes to problems in service delivery. This also increases the gap in that it foments conflict.
The introduction of ICTs in the workplace did not only bring with it positive effects but also some negative. There were cases of job rationalization that were implemented. Considering the pandemic setting, this resulted in some personnel getting the brunt of the unequal work distributions. It is not uncommon to see personnel manifesting feelings and signs of work overload. There are also unrealistic work expectations. The lines between work and home were made inexistent as personnel are expected to be available 24/7. A stagnating compensation system exacerbated this and caused employee burnout and mental health deterioration.
Logistics also proved to be a major problem. Whereas before, a wet signature was easy to obtain, the pandemic made it a hundredfold more difficult. This caused another divide between those who are reporting to work and those who are on a work-from-home arrangement. This posed serious challenges for managers as some tasks need physical presence, collaboration, and team dynamics.
In issues concerning the workplace facilities and equipment, no one was prepared with what the pandemic brought. There are major adjustments that need to be made in order to make our facilities “pandemic proof” so to speak. Pandemic proofing of facilities may not be aligned with existing pre-pandemic plans to renovate buildings. There is also a need to procure new and additional equipment that was not in the budget to accommodate ventilation, distancing and disinfection requirements.
Old ICT equipment that can normally accommodate work demands before the pandemic can no longer keep up with the increased requirement of newer and better technologies. Computers and people need to be connected the whole time. The hybrid delivery of services and learning is expected to continue and is projected to be the new norm. As such, facilities like studio rooms which will help in the production of professional training videos, strong internet connectivity, and improved learning management systems will continue to be demanded.
Moreover, the adverse effects of prolonged exposure to computers remains if not became a major problem. Screen fatigue causes dizziness and eye strain which causes physiological damages to personnel and thus lowers productivity in the long run.
For office culture and dynamics, the isolation and limited physical professional interactions causes loneliness and loss of motivation. One important aspect of a good workplace is the level of socialization between and among peers that it is able to facilitate. This has been markedly diminished making work impersonal and an unenjoyable experience.
In addition, an observation had been made that in terms of decision-making, the voices of administrative personnel and those from the sector of the research, extension, and professional staff are barely heard. Emerging leaders from these two sectors have a lot of valuable things to say and it is imperative that they be heard in order for them to remain motivated and engaged.
Pandemic or not, there are always issues on the handling of work feedback and criticism. The difficulty of some to receive feedback, even if given with the best of intentions, hampers the free exchange and improvement of ideas is suppressed.
Finally, there is a feeling that there is a lack of physical, mental, and financial wellness programs being implemented by the management. Attention must also be given to employee well-being. It is essential that both the hard and soft skills of personnel are fully developed.
Building the Balangay
In spite of the challenges posted, we remain steadfast in our resolve to provide the best service we can offer. We continue to embody and make alive our guiding principle of “honor and excellence”. We are a balangay!
A strong balangay is built upon a good foundation. Emotional awareness and self- regulation, just like the hull of the balangay, keeps an organization from sinking in a whirlpool of deadlines, outputs, and work conflicts. We as leaders must always remember to be kind all the time as a basic principle of strong emotional awareness and self-regulation. Kindness in the workplace can be shown in different ways. For instance, we can be conscious of our words and actions through suspending email replies to reflect upon our feelings rather than arguing online. We should promote compassion and consideration by being forgiving on lapses and focused on solutions rather than delving on the faults of others. In addition, we should instill empathy in our leadership techniques by putting ourselves in the shoes of our team members.
Durable sails, rows, and rudders will ensure that the balangay will brave the strong winds and dangerous waves to keep the ship in the right direction. The continuing evolution of work, along with the disruptive impact of the COVID-19 pandemic has made the future just as uncertain and unpredictable. Potential leaders like us must develop an effective mindset that adapts to these kinds of changes. We learned to have a growth mindset through a gradual but continuous improvement of organizational knowledge, skills, and attitudes to keep up with new developments and work demands. These can be achieved through continuous professional development of staff, data-driven planning and decision making, and benchmarking.
The dangers of the sea will most likely bring disasters to the balangay, its passengers and crew. As captains of these balangays we should display a strong resolve to rally the crew while showing care to raise the spirits of the passengers during crisis situations. Similarly, in our organizations we should show strength in our team by being assertive and confident. We can rally our team by doing what we preach. Despite this, the principle of kindness must still be our primary concern in managing our team. This can be shown by being approachable, supportive to our members. Shared responsibility must be rewarded through effective recognition of efforts and sharing of credit.
Steering the Balangay
A strong ship is only the beginning of the voyage. Charting the course to leadership success includes the journey from start to finish. As navigators, captains must not only look outside the sea but should cater simultaneously to their passengers and crew. The same is true in leadership. We must not only focus on organization targets, but we should make time to motivate our team all the time. A variety of personalities exist in the workplace. This diversity is crucial to organizational success. Hence, motivation techniques must cater to most, if not all of the spectrum of personality types in the workplace.
First, our recognition systems in the workplace must be effective for all employees. For instance, a good balance between rewards and sanctions can motivate analytical types since they know that efforts are rewarded in proportion to actual contribution in the project. For expressive types who aspire for social recognition, we can institute awards systems such as a best employee award. We think that effective management and task delegation can also be a good motivation technique. Assignment of short-term and remarkable tasks can be good for drivers, as they can celebrate small wins and have a sense of achievement. Organized planning and monitoring of workloads can motivate analytical employees. Finally, ensuring a harmonious working relationship in the office can motivate amiable types who value a positive working environment. Strengthening camaraderie can be done formally through team-building exercises or informally office chat and small-talk.
A ship’s captain cannot navigate a ship alone. They need their whole crew. An effective communication strategy is a key to ensure that all parts of the balangay are working properly. The workplace setup has been disrupted by the COVID-19 pandemic. Some people are now working from home full time, while others are transitioning to return to office through alternative work arrangements. Some members of our team, like those with good technological savvy, effectively adapted to the shift in the online work setup. However, some of our teammates, like those who are assigned to non-computer work, have been left out. We, as leaders, must ensure that all members of the team are on the same page and no one is left behind. A very small hole in the balangay can be a difference between completing the voyage or sinking into the abyss. Hence, given this audience profile, a mix of online and offline communication tools must be implemented in the workplace.
Sail on to our Destination
Finally, we cannot talk about charting the course, without mentioning the map itself. Maps give purpose and direction in a voyage, there are no roads or landmarks in the vast sea. As leaders, we should ensure that before setting sail, we should have mapped out our vision.
We, as potential future leaders in our units and beyond, see that improving the professional and administrative arm of our school/college should be our long term goal. This can be achieved by fulfilling different objectives such as establishing efficient administrative services, recruiting quality students and faculty, strengthening knowledge management through the library services, research, and policy. Different strategies aligned to these objectives. must be implemented to operationalize these concepts and provide clear targets for all the team members. Just like a map, these plans must be disseminated to all the team members. However, we realized that this map metaphor does not capture the essence of a work plan. To get the commitment of all the team members, they must be consulted and involved in the formulation of the work plan. This will also build their confidence and encourage them to get more involved in the future.
Our journey as leaders is only beginning. With the proper tools, mindsets, and attitudes, we can brave the stormiest of challenges we will experience. Equipped with the knowledge we have gained, our confidence remains high. We will chart new territories. Our balangay will reach our intended destination, in-tact, filled with new experiences, and with happy people on board ready to go on to new adventures.
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