Today’s fast-paced environment can lead to uncertainty, which is to be expected, as situations can evolve very quickly. Whether it is the economy, hot button issues, politics, technology, or something else entirely, it is better to be prepared.
When it comes to managing private business or public health challenges, Isam Vaid, a dedicated public health scientist and researcher, is convinced that transparency and integrity must come from leaders at the top, followed by team members empowered to be proactive and willing to take initiative not only to identify problems at hand, but also to offer solutions where needed.
Dr. Vaid has served in key roles with teams solving complex public health issues affecting public health and public confidence. He has found that honoring key stakeholders and building trust is foundational to making a positive difference in community empowerment and partnership building. He has also discovered that an inspired team is essential in public health, health care, and other groups – such as faith-based communities and environmental advocates – that strive toward unpacking and understanding issues and processes where flexibility and outcomes are demanded.
Skills When Navigating Crises
Remain transparent
One of the key lessons learned from past public health challenges has been the importance of clear and concise communication among key stakeholders. More recently, lessons may be gleaned from the Ebola outbreak in West Africa (2014-2016) among faith-based communities, to what was learned from the COVID-19 pandemic, which started in 2019 and spanned the globe.
Did information reach the public in time to make a difference? Was the information easy to understand and digest? How much confidence did the public have in what was being relayed by public health authorities?
When looking back, it is encouraging to see how things improved when communication involved key stakeholders, processes were improved, and outcomes yielded positive results. Many times, when we look back and ask, ‘why we did not do this sooner?’ we may see that some information was too complex or premature or even that some information was not actionable. We must remind ourselves to share what we learned and what communication practices worked well so we are ready for next time. We also need to understand the key components of communications strategies that worked in complex or challenging situations.
An effective communication plan should be clear, use simple language, and be actionable. Accurate and timely information should be prioritized. Finally, key messaging should be consistent across all platforms.
Empower team members to take action
Isam Vaid believes that instead of just delegating tasks, team member expertise should be valued and leveraged in crisis situations. When team members are empowered to take action, new ideas often emerge, and as a result, a new strategy may be employed. As a result, the team can expand its ability to achieve important changes in processes and outcomes that make a positive difference. Promoting a culture where team members are expected to contribute during typical everyday situations makes it easier when challenges arise.
When team members are empowered, they are more agile, adaptable, willing to adjust plans, and open to embracing changes when needed. Importantly, prioritizing resources, training opportunities, and physical and mental well-being are keys to helping them succeed.
Preparing by Developing Alternative Plans
Times of uncertainty impact big corporations, small businesses, public-facing agencies, communities, and everyday people all across America. The ever-changing world demands not only that we all be ready when the unexpected arrives but also that we are prepared to step into the challenges.
Having alternate plans in place helps reduce stress and anxiety while promoting action when the time comes to face new challenges. When teams are prepared, enterprises are enabled to maximize opportunities and make positive differences when and where possible.
Isam Vaid believes that for any challenge coming our way, preparation begins now. This means letting us prepare ourselves and members of our teams to ensure we can identify the key values for our work, identify key training opportunities, and develop key strategies that allow us to prioritize what needs to be done. This ensures we are ready for the challenge that comes our way.
Navigating uncertainty requires preparation, preparation, preparation. Therefore, let us embrace the learning and practice opportunities we can engage in. We can then proclaim we did the very best we could do when the challenge came, and with an earnest expectation of achieving a positive outcome.
