The coronavirus pandemic has wreaked havoc on the norms of our work lives and social lives. Leaders must not only think about what challenges they are facing, but those their teams are facing as well. 

In Inc., Joe Galvin outlines four major challenges caused by the pandemic and some advice on how to solve those problems.  

Morale 

Much of the workforce is stressed. Whether health-related or economic-related, the stressors can pile up. When that happens, morale is often the first thing to go for a team. 

“Burnout is becoming a real threat, and leaders will continue to be challenged to motivate a diverse workforce struggling with multiple stressors and the pressure to perform,” Galvin explains. 

Make sure your team knows they can take a break. Even if you can’t take a normal vacation, you need time away from to-do lists and emails. 

“Going forward, your priorities should include keeping employees focused and positive, avoiding executive burnout, and inspiring the organization despite continued uncertainty,” Galvin recommends.  

Workspace concerns 

Working where you live can sometimes turn into feeling like living where you work. Still, much of the workforce is lucky to be able to work remotely. As leadership begins to consider re-opening offices, that can cause some consternation among your team. 

“You’re likely challenged to redesign the workplace with physical health and safety as top priorities,” Galvin says. “For those workers who are willing to return to the workplace, creating a feeling of safety is vital.”  

Growth 

It’s hard to have growth in this environment, but it’s necessary to sustain your organization. 

“Leaders need to continue to innovate and transform to meet new needs,” Galvin says. And according to him, that means being able to adjust quickly and craft messages that represent the new reality. 

Uncertainty 

The one thing that connects all the challenges that the coronavirus causes is uncertainty. There is uncertainty about how long this will last and what will happen to the economy in the meantime. 

The only thing you can do is to make decisions based on information you have, not on information you don’t have.  

“The key is to seek multiple perspectives, add them to instinct and judgment, and then make the best possible decision,” Galvin says. “Be prepared, however, to admit you are wrong and quickly pivot to what the information, the data, and your instincts tell you is a better path. And prepare for that path to change again and again.”