Leading During Uncertainty
Canadian Society Physician Leaders Podcast Leading the Way: A series of podcasts designed specifically for physician leaders as a professional development learning segment.
Canadian Health Leadership Network: A medley of tools, practices, and articles for leaders dealing with COVID-19 .
Harvard Business Review: A compilation of all COVID-19 resources including crisis management, innovation, leadership and social responsibility. While the majority of the articles are geared toward the business environment, the people management and leadership concepts can easily be adapted to a healthcare setting.
The Supportive Leader Series: A collection of content put together by the FHS Program for Faculty Development specifically related to leadership during COVID-19.
Canadian Journal of Physician Leadership: A peer reviewed journal consisting of articles focused on issued related to the healthcare system and leadership within it. The journal contains articles from national as well as international authors.
COVID-19 and the New Leadership Agenda: A series of articles relating to leadership and COVID-19. Article topics include strategy, communicate tips and planning priorities in response to COVID-19.
Leadership Resources for Times of Crisis: A variety of resources from the Centre for Creative Leadership on remote work, building resilience, embracing change and adaptability and virtual coaching.
The COVID-19 Leadership Guide: From Korn Ferry, a complete guide for leaders to navigate the challenges associated with COVID-19 including economic impacts, strategic approaches to effective people management and productivity and working from home.
Leading During Crisis
How to Lead Through a Crisis: Provides a series of strategies for leaders to employ in times of crisis.
Decision making in uncertain times: An article from McKinsey & Company to assist leaders in to make bold decisions quickly in these uncertain times, using five principles.
Are You Leading Through The Crisis or Managing The Response? Replete with both complexity and change, crises require executives to both lead and manage effectively. But more often than not, leaders tend to focus their efforts on management, rather than leadership. The most effective leaders in crises ensure that someone else is managing the present well while focusing their attention on leading beyond the crisis toward a more promising future. The authors identify four traps that most leaders fall into: 1) taking a narrow view; 2) getting seduced by managing; 3) over-centralizing the response; and 4) forgetting the human factor.
6 Ways to be a More Empathetic Leader During the Coronavirus Crisis: The article provides a list of actions that leaders can take to ensure that employees are well supported during COVID-19. The goal of the article is to ensure that leaders remain empathetic, steady, proactive, and responsive to constant change.
Everyone is a Leader Now: A Conference Board of Canada article discussing the informal leadership roles that emerge in an organization during a crisis such as COVID-19.
Leadership in a crisis: Responding to the coronavirus outbreak and future challenges: An article from McKinsey & Company which reflects on five leadership practices that can assist in responding effectively during COVID-19.
Avoiding Decision Paralysis in the Face of Uncertainty: An article from Harvard Business Publishing listing two important strategies for leaders facing high levels of ambiguity.
Leading Through a Pandemic: A set of six articles put together from Harvard Business Publishing to assist leaders during the COVID-19 crisis in management of their businesses and people.
Leading by Example: How to Motivate and Inspire Your Team During the Pandemic: A list of strategies for leaders to take that demonstrate leadership by example to ensure teams are effective and productive during COVID-19.
Leadership in the Time of COVID-19: An article regarding leadership strategy during COVID-19.
8 Ways to Manage Your Team While Social Distancing: Managing a remote team is tough, but add to that pressurized conditions, heightened uncertainty, and an overall sense of dislocation and your job just got even harder. The author shares several tips for supporting continued learning and the emotional well-being of your employees. The advice includes resetting your expectations for when and how work gets done, staying in regular touch, assigning buddies or peer coaches, modeling optimism, and continually gauging stress levels.
4 Actions to be a Strong Leader During COVID-19 Disruption: A set of steps that can be implemented by leaders to assist in focusing efforts during crisis situations such as COVID-19 to ensure team members are safe and productive.
Leadership agility in chaotic systems: Canadian Society of Physician Leaders bulletin providing strategies for leaders to employ in times of crisis to support their teams and remain in “control and command”.
The Supportive Leader: Communication strategies and tips from Dr. Teresa Chan, Sarrah Lal, and Yusuf Yilmaz specific for team leaders and managers during remote working.
Communicating through the Coronavirus Crisis: In a fast-moving crisis, it’s important for leaders to communicate with their key constituencies, early and often, and with empathy, honesty, and transparency — even when you don’t have all the answers.
Mentorship & Coaching
So You Want to Coach? Five resources to improve your coaching in the age of COVID-19: Resources for individuals to support coaching during COVID-19 put together by Dr. Robin Mackin, Academic Fellow in the FHS Department of Pediatrics.
Practical Tips for an 'Integrative Resilience' Approach: An article from Hedy S. Wald entitled: Optimizing resilience and wellbeing for healthcare professions trainees and healthcare professionals during public health crises - Practical tips for an ' integrative resilience' approach speaks to how crises such as the COVID-19 pandemic, create an imperative for medical educators to support trainees' wellbeing through adaptive flexibility for curriculum innovation and culturally sensitive resilience and wellbeing interventions. The article presents strategies to optimize resilience and wellbeing with an integrative resilience approach of individual, learning environment, and organization/ systems factors.