There’s no denying it, these are still unstable times. But Marlene Chism, author of “No-Drama Leadership,” says we can use this period of instability and uncertainty to define the leadership of the future. Hint: For some roles, this may include a hybrid work model or communicating with team members you don’t see regularly face to face.

Here are the three methods she suggests in an article for Fast Company.

    1. Clarity. In-person and hybrid leaders use clarity as their No. 1 tool for getting results. Clarity can be as simple as guiding an employee to the next right step, sharing a big vision for the future, or accurately describing a particular situation and desired outcome.
    2. Communication. It’s no longer possible to rely totally on off-the-cuff conversations, hallway encounters or scheduled meetings held in a physical room. Today’s leaders must acquire good writing and speaking skills as well as competency on various platforms. They must excel at using digital communications, such as email and text, and should adapt to using various tools and meeting platforms. Remember:
  • It’s ok to text for brief updates or requests.
  • Keep emails simple and short with the action item as the end.
  • Space and format emails for easy reading.
  • Use videoconferencing or in-person meetings for difficult conversations.
  • The phone trumps email for complex issues.
    1. Conflict capacity. “Out of sight, out of mind” is not a good strategy for managing conflict in any work environment. Leaders must have the capacity and competency to manage conflict among in-person teams, remote workers, and virtual vendors, partners and contractors — not to mention any combination of working arrangements. A key skill for expanding conflict capacity is learning how to self-regulate before engaging in difficult conversations. Here are some ways to practice self-regulation before handling difficult situations:
  • Feel the emotion, but don’t act until you have calmed down.
  • Instead of sending that email, send a calendar invite for a one-on-one meeting.
  • Plan your conversation and think about what want the result to be.
  • Clarify the situation by stating what’s happening that should not be happening.
  • Initiate a one-on-one private conversation in person or by videoconference.