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Leaning into uncertainty and an opportunity for innovation. 

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Leaning into uncertainty and an opportunity for innovation. 

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1. During COVID I learnt how to embrace uncertainty and relegate control of things you have absolutely no control over. Being in medical manufacturing and being considered an essential business we had to pivot quickly to ensure we could still support the healthcare market, alongside providing support to businesses we dealt with, who were in challenging circumstances. This was an opportunity to display empathy and understanding, and it actually enabled a feeling solidarity, which supported our business coming out of COVID.

2. Working from home was a luxury for me, until it wasn't and it felt suffocating. The rest of my 'bubble' was not working, and I was actually very grateful to have work to do and have structure to my day. After the COVID lockdown it took me a long time to do any work from home days because I had PTSD from being in those four walls for so many days on end!

3. While I was very focused on work during this time (we went through a lot of digital transformation to continue business), I was grateful to have the connectedness of my partner and his family. I did find it difficult being away from my parents, with them both being doctors, initially I was very anxious that they were more exposed and would possibly become ill. It was a harsh reminder of how fragile life can be but also how important friends and family are.

4. For me, leadership was slightly chaotic to begin with - the uncertainty created a lot of anxiety and it all felt quite scary and fragile (particularly around job security). However, the communication got better over time and everyone was clear around plans to mitigate risk, and anything other corrective action we had to take due to loss of business. In the long run, this created a strong sense of friendship in the team and to this day we are grateful to be face to face in the office together.

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Before talking business, I must address the horrific results experienced by many, specially back in my home country - Brazil. Thankfully my family got through the pandemic but I have close contacts that lost relatives due the virus.

Reflecting on the lessons learnt by not only the company I work for, but for pretty much the entire retail industry, the pandemic solidified the importance of directing efforts towards creating a pleasant online shopping experience. The website sales had been on upwards trend, but the pandemic imposed a major shift in buyer's behaviours and the e-commerce grew exponentially.

https://unctad.org/news/how-covid-19-triggered-digital-and-e-commerce-turning-point

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As Acting Principal of a rural school so many challenges hit our team and small community all at once. What amazed me upon reflection was the Ministry of Education's response to COVID and expectations of school leaders it had at that time.

Many Principals resorted to communicating in our clusters outside of MOE comms just to make sense of what was being asked, how to operationalise the demands and what resources would be needed.

In small communities the local school is often viewed as a place of refuge in difficult times but this was not an option.

Above all, empathy and understanding was most needed as I supported whānau and community.

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Manage things from home, lead from the office

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Manage things from home, lead from the office

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Biggest impact from Covid on my role and organization is by far WFH and hybrid work. A lot of departments moved to full WFH arrangements most are mixed though. When i need to be efficient i stay at home and manage different projects. However i make sure i am in the office when visible leadership is required. Spend a lot more time in my calendar these days.

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1.       The COVID period really emphasised to me the terrible effects that uncertainty and volatility can have on people (say mental health, increased anxiety, realising the world is actually quite fragile), but also on businesses, including large businesses. We talk about businesses, or ‘the business world’ as their own beings – with contingency plans, resilience, insurance etc. But at the end of the day, businesses are just a collection of people. It’s probably obvious to others, but COVID really brought that home to me. I also learnt the value of being able to provide certainty – even if that was certainty that something will happen in the future (eg wage subsidy will become active on a certain date). Also, even what I thought were small amounts of certainty could counter large amounts of previous uncertainty and anxiety, by at least helping take one issue off the minds of decision-makers, leaders and staff.

2.       I loved working from home for personal reasons – my wife was pregnant and so it was perfect. But then, I was in work and not faced with the anxiety of not losing my job – I can’t begin how to imagine how that must have been for people. I missed the office. I believe the best ideas are created when people come together. I work from home now four days a week, and while I have interaction via video, when I’m in town on Fridays I work in a shared office space and I make sure I’m meeting people and having that interaction.

3.       Career-wise, the work I did during COVID brought me into contact with a lot of leaders of large organisations trying to chart a course through the uncertainty and I really came to really respect most of them for the job they had and did – set my sights on wanting to work for a large corporate at some point (no rush though).

4.       I think the best leaders during COVID were those who were able to calm people, reduce anxiety while at the same time themselves planning ahead to what their business and industry would look like post-pandemic. Those who were able to acknowledge the mental impact of the uncertainty and anxiety it created. Also those who were able to acknowledge that, whether you agreed with the health/economic response or not, the world was going through something unprecedented and there will be mistakes made (eg non-linear/ambiguous) – and that the best thing is to be constructive.

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During the COVID-19 pandemic, I learned how brittle and fragile New Zealand's supply chains are, which led the entire country to shift from a just-in-time supply chain to bulk storage. Working from home didn't change much for me, as my role was deemed essential, requiring daily on-site work. My attitudes toward career and family remained unchanged, though I developed a greater appreciation for essential workers. Leadership during this time was characterized by dynamic and servant leadership, which proved to be highly effective.

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Having worked fully remote for four years prior to COVID-19, meant that the organisation didn't have to pivot it's operation when the pandemic came down. However, my home office no longer became 'my' work office, as it also meant that my wife would use this space as well. With our children home (five children) all learning from home, our lounge became the 'virtual classroom' space for all of our children. Being flexible and adapting to this change meant, that quiet space for thinking no longer existed. My company I worked for already had tools to allow us to continue working and communicating as a team virtually with MS Teams. During the pandemic, our organisation demonstrated more care for WFH employees, as they provided more wellbeing related resources to ensure that our workload whilst managing family at home was managed and cared for more. The leadership in our organisation consistently became more vocal and advocating for wellbeing and work life balance knowing that all family members are at home. I actually enjoyed the lockdown providing us with more family time without any distractions which was absolutely amazing!

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I learned resilience most of all. Sticking it out through tough and ‘unprecedented times’ was something we all went through in our own way. However, interestingly I also learned the value of diversity. Otherwise referred to as the almighty ‘pivot’ a particular requirement of the workforce in modern times is maintaining a diversity of skills, knowledge, finance, and more. Success is increasingly for the agile. This was evident, and accelerated in my industry and beyond during the Covid-19 lockdowns.

I embraced working from home, having already experienced remote work and appreciating its flexibility. It also suited my unique personal situation where I was looking after a terminal parent and young child.

I think leaders who provided support and transparency were the most effective. Providing this allowed for people to be able to adapt, plan and respond more effectively, and with more ease than those without.

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The COVID-19 lockdown period was a time of massive learning for me.  Learning how to be more flexible and adaptable with co-workers and family, in particular.  I had already been working from home for several years when the lockdown started.  So, I was well accustomed to the technical and logistical challenges that come with distributed work.

But, with the onset of the COVID-19 lockdown, the rest of my family was all of a sudden at home with me during my workday.  As a result, we had all had to quickly adapt; me to the presence of others in the home during working hours; my children to doing all of their learning online; and my partner to having a full house and meeting the needs of everyone present all day long, every day.  While not always easy, over time my family learned to not just live together, but to work and learn together as well.  This included finding a new level of respect for each other and allowing each other to carve out our own space and time.

I’ve mostly worked from home since that time, and I continue to enjoy it. Although, I do miss in-person work and try to find any opportunity that I can for direct human contact.  I am still of the opinion that there are many types of tasks that have better outcomes when performed with others together in a physical space.

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The Covid-19 pandemic brought about unprecedented changes in our daily lives, pushing us to adapt to new ways of working, learning, and interacting. For me, this period became a catalyst for becoming more digitally adaptive, reshaping my skills and approach to technology.

Before the pandemic, my interaction with digital tools was relatively limited to basic tasks. However, as remote work and virtual interactions became the norm, I found myself navigating a steep learning curve. The first significant shift was embracing video conferencing platforms. Whether it was Zoom, Microsoft Teams, or Google Meet, these tools became essential for staying connected with colleagues, attending virtual meetings, and even participating in social events.

Lessons for Leaders:

Reliance on Digital world and internet

Become more secure by enhancing cybersecurity

E-Commerce platforms became a must for businesses to operate.

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I've learned from COVID-19 that adaptability and resilience are key to overcoming unexpected challenges. Initially, working from home felt like a significant adjustment, but now I see it as an opportunity to achieve a better work-life balance. COVID-19 caused me to reconsider my career and family priorities, leading to a greater appreciation for time spent with loved ones.

Leadership during COVID-19 required empathy, clear communication, and decisiveness in navigating uncharted territories. There was a lot of focus on how leaders could trust their teams to do their work from remote. I do feel that I am more efficient from home and get more done. However, being in the office with coworkers has its advantages, as you can pick up on micro expressions that working from home makes nearly impossible to achieve.

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I was a casualty of a company restructure due to Covid. This certainly created some anxiety as the future seemed uncertain and unknown. Lucky for me I was offered another role in the business and pleased to say I am still there today. Initially working from home felt foreign but at the time we had no choice due to government imposed restrictions. Through this we all learned that it was possible to be productive while not being in the office and is now considered as a perk for new roles on offer. From a leadership perspective you really need to trust your team that they will deliver on their role.

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I think Covid-19 and the lockdown was not the best of times, but there was ample to learn from this. It helped me understand the value of my team and the efforts each of us put in to help provide a positive environment for mental and physical wellbeing. I believe the work from home setting provides flexibility in work-life balance and is now a normality in the way we work. I think the one attribute that stuck out in leadership during the lockdown was empathy. As a leader, it is of utmost importance to understand the mental and physical stress people are going through along with the myriad of uncertainties they face during these times.

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Lockdown, homebound, and made redundant.

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Lockdown, homebound, and made redundant.

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I was working in the aviation industry at the breakout of Covid-19. I can still recall the discussion at the time with my colleagues at work after seeing the news in China that the city went into lockdown due to the breakout of the virus and not long after that, the prime minister has announced that New Zealand would shut its boarder for the first time in history, and for anyone that has worked in the aviation can imagine the impact of stopping all international travel activities, especially, a country is surrounded by water. I was leading a team of approx. 50 people, and all conversations with my team were communicated remotely over mobile. There was lots of uncertainty with people worrying about their jobs, family and mortgage payments. It was a stretch of my leadership as I had to lead with empathy as well as resilience knowing my own job was on the line, which may get disestablished before my team finds out the outcome of their consultation.

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From COVID, I learned that Flexibility and Fluidity is key. The hospital saw a lot of changes rapidly, which we had to adapt to, such as isolation, PPE, and impact on families

Being an essential worker needing to be on site, I did not experience working from home during COVID.

However, a lot of in person education sessions or group meetings were moved online, which offer more flexibility, such as not having to present in person on off-work days, but able to ZOOM in.

COVID changed my perception of work and the work environment. The health workforce was put under significant stress and though I enjoy my job, I wouldn’t be able to work full time for another 30 years. It allowed me to expland my view of my career opportunities, likely leading to the MBA.

Leadership in COVID involved:-

1. Emphasis on Teamwork, Community and Collaboration – Highlighted by our PM Jacinda Ardern and Dr. Ashley Bloomfield’s daily updates.

2. Calmness in the face of Adversity

3. Flexibility and Adaptability to Change

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After the first major lockdown, Covid allowed me a sense of normality in being able to operate on site as before due to the nature of our work ... but only after it turned family and work/life balance on its head. I ended up doing night shift initially while wifey covered mornings with both juggling kids between TEAMs meetings. Passing ships in the night...it was horrid. The intensity never wound down for over 3 years. I never got the quality time with family so many experienced and worked excessive hours for too long afterwards. Family first now

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During the lockdown I hired and onboarded 3 new staff. This made me reflect on how we create camaraderie in person, and how we can do this virtually. I found as I was so much more conscious of the new employee's experience, I lead more visibly and loudly... you can't rely on an informal conversation when you're making a drink or a walkaround to check in and see how the team is. WFH made me a better leader

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I was living in London and placed on furlough. More than anything I learnt about myself and how I need to be doing something and have a clear goal I'm working towards. I decided to study and it was the best decision I ever made.

My thoughts about working from home haven't changed much. I was a big believer before the pandemic in getting people onboard with the goal and how we're going to achieve it and then trusting them to get it done. Once we've set up appropriate comms channels and everyone has figured out what they're doing, how they're doing it and when they need to do it by I don't mind if they're doing it from a beach in Bali.

My family certainly became more accepting of other people working from home.

Being in the UK during the covid lockdowns and eat out to help out initiatives was interesting. Seeing the leader of the UK, Boris Johnson act in much the same way as Richard from the video we watched last week was an insight into poor leadership. The honourable Mr Johnson decided to have a huge garden party with all of his friends at number 10 downing street while the police where out breaking up small social gatherings on the streets. Very strange times. Leadership would have looked like the opposite of this

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We used to rehearse business continuity planning (BCP) against earthquakes, IT system outages but not for prolonged disruption for a pandemic. I did enjoy working from home initially but since then have decided it is not for me. Hybrid work is the future. I had good experience with Leadership, we were able to modify the existing BCP guides to fit for COVID 19, everyone was provided with everything they need including comms across multiple channels and regular well-being check-ins. My key learning has been to ensure BCP guides are refreshed periodically and that IT systems are resilient, secure and fit for purpose for remote work.

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COVID-19 was massive. The pandemic really flooded the world, the country, my workplace, and my family with anxiety, with fear, and with uncertainty. Despite this, the resulting lockdown really gave good blocks of time to take stock, to be in the moment within our bubble, to check in on those around us, and to consider those who were vulnerable. I learned to slow down and embrace experiences. To appreciate the liberties we enjoy and that I am part of a greater whole. Importantly, I learned to survive in a pandemic, you need a great internet connection and lowered expectations.

I loved WFH, even with it's challenges of having all family members climbing over each other. I still love WFH, but not permanently full time. I like a hybrid working approach.

Any shifts that took place due to COVID-19 have shifted back . . . but overall, strategically, we have greater business continuity plans in place and can adapt to lockdowns and adverse events better.

Leadership was calm, and forgiving. It was compassionate and understanding. It was "do the best you can, given the circumstances". We were all in the same boat, so could better empathise.

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1. Covid really highlighted how vulnerable NZ economy is to outside influence. This is especially true for the younger generations who were not aware when the last world economic event happened during the '08 GFC. It showed out dependable our economy is on free and easy world trade to succeed.

2. In the construction industry, we were onsite all the way up to Level 3 lockdowns. This meant we did not work from home much compared to the rest of the country. When we were working from home, there was only so much we could practically do before there was no real gain. I.e we could do all the planning and procurement but eventually you got to the point where you actually had to be onsite building to have anymore progress. Personally, I'm not much of a fan of regularly working from home, mentally I preform better when I can separate the home and work environments.

3. My career aspirations stayed the same throughout the Covid era, I still had high goals for what I wanted to achieve. The part that did change was I started understand the necessity for well timed leave. Covid took a toll on most people mentally which highlighted the need to take time of, refresh and stay motivated.

4. Leadership looked a lot more active during Covid. During normal times, you may hear from your managing director/CEO once a month, whereas during Covid, the senior leaders where on video calls every week trying to keep the teams connected and united. It also seems senior leaders were a lot more compassionate during these times, rather than target focussed.

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We realised how important it was to support the team through the uncertainty. In an essential business where only a few could WFH, some were required onsite and some not working much. Communication was so important. I was WFH in early lockdowns and was much busier than I initially expected. We also supported customers as much as possible.

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One of the main learnings from COVID-19 was how uncertain things could become over a short time and how crucial it was for an organisations to remain agile and flexible. When the pandemic hit, we lost two-thirds of our revenue within weeks. However, we picked up some contract work (which we otherwise wouldn’t have gotten on a BAU basis) and launched our e-commerce business, which had grown significantly through the pandemic (and in it’s present day warrants its department). All that to say, it is so important for organisations not just to build a resilient workforce and strategy but to embrace uncertainty. As we are an essential food business, I did not work from home (other than a COVID scare at work, which forced some of us to isolate for 2 weeks). I was also part of the main leadership team, so could be biased. While I believe we made the right (and sometimes hard) decisions during the pandemic, there were ways where we can manage certain situations better.

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Covid taught me the meaning of teamwork and resilience in the face of uncertainty.

Working in health, work was centered at the hospital and working at home was not an option. Due to my work environment my family moved to a neighboring island (prior to border closure) to prevent them from getting covid. Leadership was paramount emphasizing the importance of communication, transparency and collaboration with other sectors including private and Non Government Organizations (NGO).

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Learning how to form bonds without an in-person connection

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Learning how to form bonds without an in-person connection

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Since Covid the way I work has completely changed - I use technology so much more than before, I WFH most of the time and I have much better work/life balance. As an extrovert, not being around people in an office all day took a while to get used to and I do sometimes miss the casual interactions and relationships you build when you spend 40 hours a week together. It takes a much more conscious effort to build relationships and foster a sense of belonging in teams when you're all online. Team meetings and regular async communication are key to keeping people engaged, and I think remote work is most effective when you combine it with purposeful in-person connection - even once a quarter makes a difference for those relationships.

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Over the pandemic period, I realized that NZ businesses were not adapt and resilient enough when responding to uncontrollable events (some businesses were not setup to be able to work remotely, others didn't have the correct tools to support it).

Working from home initially felt convenient and more productive with less commute time. Over time, this felt draining and mentally tiring without the human interactions and socialization aspects. A mix of hybrid working where employees could determine when they wanted to WFH and go into the office would see the best of both worlds.

I was able to improve my work-life balance and learn to be more productive with the limited amount of time I had at times, whilst looking after younger kids.

A lot more communication was seen from leadership during the pandemic. Employee wellbeing was prioritised with a lot of social online teams calls to check in on everyone.

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I started working for an airline in a role that was to be split between NZ and Australia - 5 weeks before the borders closed and planes were grounded. Impeccable timing! So my Covid work experience was full of uncertainty. It certainly taught me how to live with change and ambiguity, and pivot when things don't work out the way you were hoping to.

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I found minimal change to my work/life balance or way of work. I was part of a multinational company that already worked quite connected over multiple countries to deliver infrastructure projects so remote working was not a new thing for us. I was at the time in the UK and the lockdowns were brief and not that restrictive whilst a lot of European countries did not even go into lockdowns. Overall it was a good recharge from day-to-day life.

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Adopting new technology - get people to try it and provide them with ample info.

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Adopting new technology - get people to try it and provide them with ample info.

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COVID-19 taught me that with innovation, whether new technology or new ways of working, there will always be voices of objection when speaking about it. And this usually comes from the uncertainty people are feeling about the idea. But if you give people the chance or push them to try it out, and provide them with supportive information or training, they will find that it is easy to use the new technology or new way and there are benefits of using them by working more efficiently. A good example is how my team back then moved our drawing markup and sign-off process digitally during COVID because we could not do it physically. Our team leader at the time brought the idea to the team before COVID, but some of the older engineers were uncertain about it. However, they had no choice but to mark up and sign off digitally when COVID-19 happened. They were also provided virtual training sessions with the team members already using it, and they found out how efficient and collaborative the digital review process can be. And now, this is the only way they would do the drawing review and sign-off process.

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It changes the way of consumer performance

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It changes the way of consumer performance

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The Covid was a very hard period for our logistics and international e-commence industry. Firstly, there were no more flights between New Zealand and China and all the orders could be shipped on time. The delivery time had been extended to 3 months compare to 7 days. Secondly, due to lockdown the staffs in warehouse cannot back to work on time. The online apps such as Zoom is not great enough for our industry back to productivity. Lastly, the consumers in overseas changed their buying habit. They are not only looking at the green and nature products in NZ anymore. They would start to find similar products made in China or from other country.

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I learnt to empathise with and trust in my teams ability to work on projects together. It required a lot of self-discipline from everyone my team to meet targets and improve online communication. We learnt to plan better and set goals together. Many people really upped their game.

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The lockdowns brought an appreciation for my own space, but also an appreciation for physical presence and human connection that I had taken for granted until that point.

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Having a fully remote team is very compelling, but the need for selective and effective hiring and onboarding of people to suit this way of working is essential, as is the effective communication of purpose, goals and personal accountability that underpin that kind of work.

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The internet and video calls brought with them an incredible ability to connect instantly with almost anyone on the planet, but introduced a new kind of distance.

As my teams went from 100% office to 100% remote over Covid, I saw the sense of communal purpose wane. For me, this led to learning and understanding the importance of putting the 'why' at the forefront of our communications to help teams stay motivated and connected to their purpose.

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Covid enforced for me that everything has a silver lining. Covid allowed me to have a better work-life balance. It gave me the space to see the world, my community, my family life, and my marriage with a lot more clarity, and I subsequently left my husband!

I loved working my home as prior to Covid I was commuting up to 3-4 hours per day, 3-4 days per week. I also saved a lot of money, sanity and time not having to travel.

Two company values we had at the time were 'we all lead' and 'we all care' and these became more amplified during Covid.

- Michelle

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How a crisis can create a singular focus and priority for change

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How a crisis can create a singular focus and priority for change

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I had a project making a switch to enable remote working (ironically) pre covid. There was a lot of 'we cannot possibly go faster" once covid hit the need to pivot became a single priority that people got in behind and magic happened. A learning that perhaps sometimes you need to stop trying to do everything prioritise, get a team aligned and you can move lightening quick.

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Rapid learning curve for online facilitation

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Rapid learning curve for online facilitation

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We had a large project 40+ staff involved and set up for a shared working location, traditional workshops etc etc and needed to pivot to online so became very familiar very quickly with breakout rooms and collaboration tools. The relationship building that comes from the breaks and the in the moment collaboration that comes from working alongside others was really hard to foster in an online spaces especially as people were coming to grips with a new working environment. Any more than 2 hrs online it challenging so that changed the 'project day' approach.

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Before covid, we only ever worked onsite; post covid, we continue with office first and WFH flexibility. The attitude towards Telehealth in prisons is a change process. Three years ago, it was thought that seeing patient on AVL was impossible and unsafe, that changed. There could be more opportunities in that space.

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COVID-19 showed me how valuable time in the office is in developing and maintaining relationships with my colleagues. During the lockdowns I think teamwork suffered as we were not used to maintaining these connections remotely. This has changed since the pandemic with virtual/online work relationships becoming commonplace.

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So peaceful on the roads. So chaotic in my head

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I realised how lucky we were in NZ

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I had to learn to do things differently. I wondered why I hadn't got round to learning to use these technologies before

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During the pandemic wellbeing and people focused leadership became essential. A lot of colleagues were isolated and were facing new challenges that they hadn’t had to deal with before. Our employee assistance programme was a huge help to my team and the company in supporting us through this time. I highly recommended my team to utilise this service. Leadership had to be empathetic and flexible.

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When COVID hit I worked in Police. For obvious reasons, police were strict on ICT security and using police resources out of a police site. in fact, very few had the luxury of doing so. That had to change overnight, and the change was hard to manage. Desktops had to be taken home (only select few had laptops) and staff were scared and expected to be compensated for wifi use at home etc. Few teams could actually WFH (less than 5% of mine could) and it created a rift between those who could and those who couldn't, staff welfare was impacted.

A lot is achieved in police by running into people in lifts and corridors and bailing them up on something, much harder to get 'ear time' with really busy people.

I learnt to manage the welfare of my staff differently, keep my workforce going and trust that productivity would remain, and staff would access police systems sensitively and appropriately.

Police learnt to become a more agile workforce, with some groups having continued with a hybrid model of working.

Zoom was embraced and some form of virtual meeting has remained. Whilst initially I liked them as you didn't have to relocate for every meeting, i think in some way it has been over utlised and now I have a lot of Teams meetings where a phone call or email may have sufficed.

I didn't enjoy lockdown, I felt less productive and less able to disconnect from work (hard in a 24/7 world), as I lived alone, I felt very isolated and disconnected. There was a measure of guilt as most of my direct reports had to work in the office and at scenes (much work was required to make them feel safe)

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I don't go in to the office much now - that's great. I get heaps done. I'd not accept a job if they made me go in to the office 5 days a week. That's a big change in my attitude.

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Working from home means a lot of self discipline is needed