AMI 12-21 Florence Bindelle

JL What was the most important lesson you learnt about leadership during the pandemic?

FB You must work with a team that you trust, or, more precisely, a team you have confidence in. They are there to support you. You must empower them and give them the confidence that everything will be alright. Communication has gained in importance: the way you formulate your requests and goals that, because everything is changing all the time, must be short-term. Also, the importance of listening. Words can be misinterpreted behind a screen. When you are in an office you can double-check these things all the time. When everything is virtual, you realise words can make a difference in terms of how people interpret deadlines and priorities. Some flexibility is important, here. It’s not like in an office where you have your usual catch-ups by the coffee machine. You can’t guide people in the same way because you don’t have that general interaction.

JL What was the most challenging period for you during the pandemic and why?

FB I hired a new policy officer just before we went into lockdown, so she only worked one week in the office, and a second person I hired had not worked in the office until a month ago. So, they have the impression that how they are working is how life is. So, the way you train new staff is more complex. Managing people that you basically don’t see. It’s difficult to know when to call people. Do you have to arrange a specific time now? You have no idea what kind of environment people are working in – the line between private and professional has blurred and you must learn to be accommodating. The way of doing things will have to reflect what has happened in the past. How do we make sure everyone has something to say or make sure they have a chance to speak?

JL What were your daily coping mechanisms for workload and stress?

FB I started by having a meeting every day with the whole team, but this was too much because, of course, people had other meetings! Now we have one meeting a week with the whole team and that works much better. I think it’s become important to celebrate little things like birthdays, sending flowers or chocolates. You need to create a sense of belonging, help the team to feel part of something.

JL When you look back on the last 20 months what makes you most proud?

FB It’s been a rollercoaster – but the team is enthusiastic, and I can honestly say they’ve all done their best. It’s been intense, but we have all learned something. My biggest success has been to stick with the team, to reassure them, to give guidance, even when there’s been great uncertainty.

JL What did you learn about your own leadership style?

FB I’ve tried to empower the team. It was the only way to get them doing things at their best. If they don’t know how to do something you intervene. But if they suggest something you have to let them try it. Try to have a participative, consensus approach. It might happen per se, but it’s also something that has to be developed. It’s about creating a sense of inclusivity. You cannot just give instructions. It’s hard, of course, and it doesn’t work for everyone. Some people might need different approaches to leadership. Some people are very autonomous, very fast. Others are much slower and need more guidance. As a leader you have to decide what’s good for yourself – what do I need to be able to run this team? And then you have to ask – what do the team need to work well in this new environment.

JL Did you make any changes to how you manage your team and, if so, what were they?

FB The changes are ongoing. I don’t want to force solutions. We will now be leaders of teams that are partially virtual and partially in the office. So what processes are you going to put in place to make this work? The team wants a framework, what you are going to put in place? We don’t know what’s best yet. It’s been difficult to persuade some people of the importance of face-to-face meetings, but you can’t have a brain-storming session online. You don’t get the same flow of ideas. The risk is to think everything can be done virtually. In-person you can see people’s body language. You miss that virtually. I realised I was trying to capture people’s body language through the screen, which is exhausting. You can’t create a team online, where everything becomes a mechanical exercise, a tick-box exercise.

JL What would you say to other leaders who are struggling in their role?

FB Relax. At the end of the day, things will happen. Meetings will take place. There’s no fire! Also, the team will guide you. Sometimes the answer will come by itself. Not necessarily what you were thinking. But something workable. Let the team come up with what they can do.