Good leaders are always seeking new opportunities to help organizations see success, and the COVID pandemic is presenting all sorts of chances to do this very thing. Just ask Jason Hughes, a longtime San Diego resident who enjoys sharing strategies to help businesses grow. This successful CEO is the first to admit that COVID-19 pandemic has disrupted so many of our models of traditional labor practices, including where we work, when we work, how we work, and what we work on. Some employees remain at home two years later while some never leave the office. Other companies are bringing people back to different floor plans.
They also involve safety procedures, everything from closing the cafeteria to having employees share desks. In some cases, other employees have left for other jobs, some have retired, and some have even passed away. But Hughes Marino in San Diego is facing this issue in a whole different way. While there are naturally feelings of chaos and uncertainty among many workers, company leaders may be able to use the opportunity to bring everyone closer together. And not necessarily in a form where they all stay close in a physical form.
Jason Hughes said companies can use the time to rejuvenate themselves. This doesn’t necessarily mean a full re-branding or a new mission statement, but more of a re-affirming of company values and culture. There could be fewer employees, different procedures and larger workloads, but many of those who are still employed want to be there and want to be recognized for their commitment.
Managers and owners should realize that things are going to be different than they used to be. This is vital for businesses in San Diego as well as all around the world. They may need to be more patient, more attentive, and more generous. Employees may have more personal stress and concerns than they used to. They may like parts of their job but know that there are often other choices for employment out there.
To this regar d, businessman and CEO Jason Hughes said employers and managers need to become better listeners. This doesn’t just mean hearing people’s problems, but being attentive, not dismissive, when they suggest ways to improve efficiency or new projects. Empowering employees to feel comfortable taking more risks and trying new things could build loyalty – and maybe reveal future leaders who are excited to learn.