Getting Through The Coronavirus – Thoughts From Karen Ross

There is no doubt that the current environment is posing extraordinary challenges for leaders across the country. As nearly everyone is well-aware, we are experiencing unprecedented disruptions to our daily lives that are both difficult and consequential. While I am confident that we will all come out of these trying times in a stronger position than before, getting through them will warrant changes in our approach to leadership that befit the realities we now face.

At Sharp Decisions, our team remains committed to doing our best work for clients. As the founder and chief executive of this company, that requires ensuring our employees, consultants, and contractors across the world are as comfortable, secure, and connected as possible. Difficult times test morale, but they can also bring out the best in people. In fact, it’s times like these that I am reminded how important our work is. We are connecting incredibly talented and smart people with the companies who rely on their services, and supporting livelihoods in the process.

Having led this company for nearly 30 years, I’ve learned how crucial it is to provide resources to employees so that they feel equipped to do their best work. As many executives will also attest, equally important is making sure that employees realize you are giving your best effort as well. This means that in times of uncertainty, stress, and anxiety, team cohesion is the priority. When employees can focus on the work, leaders can focus on keeping the whole company safe.

We’ve taken many steps to not only keep our employees safe but make sure they still have what they need to get the job done. While these current challenges are unprecedented, they are not insurmountable. Leadership does not always include having the right answers; more often it requires bringing your team together to find the best path forward. It’s something I’ve strived to do and am constantly learning how to improve.

Hope everyone remains safe and healthy.

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