It is March 31st and the Governor has just issued a stay at home order and the POTUS suggested that we should back off his earlier plans to open up for the sake of the economy. Those same people that many said did not deserve a higher minimum wage are like zombies on their feet, stocking our groceries, driving trucks and cooking takeout food. I don’t know where this roller coaster will go next or how many twists and turns it will take before you actually read this.
The stress I see in the workforce and the community is palpable. My normal bag of “you are doing amazing, we are making it, hang in there” is like a sprinkler to a house fire. We have been on the edge of this for so long, people are getting event fatigue. My staff have transitioned from thinking I am paranoid, to right on target then to the fatigue part where they wince when I call. They want normal. I would typically get departments together in such a crisis and keep them going. We can’t do that. Social distancing’s impact on leadership is challenging. We are all doing budgets that are in fact works of pure fiction at this point as none of use know where things are going. There is an end to this and an economy to rebuild, but when and how are moving targets. I wish I had some sage guidance. I wish I could give you the strength and endurance you need. I don’t have a darn thing. I can hit you with that sprinkler and remind you that “you are doing it, you are leading through it, hang in there”.
That is where we land this month: leadership is all we have left. Your Council/Board are looking to you to define outcomes and a process to get there. You can do it. Many of us have likely had thoughts in our quiet moments such as “I did not sign up for this” or “this is overwhelming”. We all do, but then we put the suit on and keep that sprinkler on the house fire, keep people engaged and keep the organization moving forward. As we get through this and recover after this, effective managers and leaders will chart the way. I won’t mislead you, this will be the toughest six months of your career BUT you are up to it and we will help each other.
We are not the give up group. We are the ones that have to see it through. We are the ones people turn to. We are the ones that have to have a path forward and a plan. I have seen you do it and learned from most of you.
VLGMA has not filled your inbox with COVID-19 related items (how many emails have you gotten?). If you are looking for help on a specific issue, reach out. I can setup a virtual meeting with any manager and the membership who wants to brainstorm on specific issues.
Just so I don’t leave you without some ideas, here are some of the things we have done: We gave all staff two weeks special leave that can be used at the discretion of the department head. We have stopped in-person transactions (we have a drive-through!). We have suspended utility cut-offs and our local electric supplier has done the same. We have sent out thousands upon thousands of $3 coupons for take out food with the goal to help those who have reduced income and the restaurants. This goes along with the normal use of PPE and the suspension of all meetings. I am trying to forward a plan to shut down non-essential operations. My door is closed for the first time in 13 years. It is eerily quiet without the flow of folks in and out of the building.
Finally, our Summer Conference is in jeopardy. I see no functional way to hold it. We need fellowship now more than ever, but we need to get past this challenge first. The Governor’s order may allow us to cancel with a reduced penalty. We will be having a conference call this week and I will be seeking input from the Board.
