Civil Engineering March 2021 | Vol 29 No 2

From the Pres ident ’ s Desk The year 2020 was certainly very challenging for all of us and it seems that 2021 is going to be very similar. The Covid-19 pandemic has forced us to adapt to a new normal of drastically changed work patterns, such as working from home, less business travel, an in- crease in online meetings, as well electronic submission of reports and documents, and an increased use of our digital signatures. With the constant changes happening in the business environ- ment, how will leaders be able to show leadership in this crisis? Over the past year there has been a significant decline in the performance of the construction sector, and as a result, many firms have had to either downsize or close their doors. The net effect was that many employees were either retrenched or placed on furlough, with some even resigning. What is the significance of all these changes and how best do leaders plan for these changes? How do we structure our organisations to cater for the needs of our clients and at the same time ensure that the business is surviving? Balancing a healthy financial outlook for the company and the health and well-being of employees is no mean feat, especially during a crisis. This begs the question, are we merely going to manage a response to this pandemic or lead through it? The actions of leadership and management will without question determine the fate of organisations during this disruption. MANAGEMENT VS LEADERSHIP The old adage “managers manage and leaders lead” is very significant at present as now, more than ever, there needs to be a clear distinction between leadership and management. Within this crisis there is a need for a more proactive leadership approach to ensure that we are able to look at the immediate and distant horizons and guide employees past anticipated obstacles. Good leaders will inspire their employees and bring out their best during this pandemic, while ensuring that they understand their roles in the bigger picture of this crisis. This will need the support of management who in turn must be able to look at the organisation’s immediate needs, unpack these needs into a strategic plan, lay it out clearly to the team, and provide adequate support for successful implementation. As we experience new waves and variants of the virus, there is no quick fix to the pandemic which has an ecosystem all of its own. And as government’s reaction to these changes poses a knock-on effect to any well-made plan, it is important for leaders to take a holistic view of the crisis and ensure that these events are part of their planning. This planning in turn needs to be adequately cascaded down to management to provide well-planned reactions to anticipated events that affect the operations of the organisation. MENTAL HEALTH A significant aspect that is often not discussed in depth is the mental health of employees during this crisis. The uncertainty and instability of the Covid-19 pandemic has exacerbated anxiety and depression in many individuals, while contributing to the onset of new mental health problems for others. This may be as a result of losing their jobs, or fear of losing their jobs, stressful situations when working from home, working extended hours, taking on the duties and tasks that were previously performed by employees who have been retrenched or have resigned, as well as the work-life balance issues being faced by many parents who now have become home-school teachers as well. Unfortunately, leaders and managers are often so caught up in managing the bottom line that the mental health of staff may not be considered adequately when making strategic decisions. As leaders, we need to sensitise ourselves to the needs of our employees during these trying times. Any good leader will tell you that an organisation’s most valuable asset is its people, and unless your business is based on a platform of machines and robots, productivity and profitability will only be achieved by leading and managing your employees with understanding and compassion during this pandemic. The solution is to unite employees in their endeavours and goals as valued members of a cohesive team. Leadership during this pandemic should not focus on the mundane. A very important aspect is leading on people issues, and if these are well taken care of, the business issues will take care of themselves, where an environment is created in which employees are mutually motivated to contribute to the shared success of the organisation. Vishal Krishandutt SAICE President 2021 vkrishandutt@nyeleti.co.za Leadership during a crisis Civil Engineering March 2021 1 The old adage “managers manage and leaders lead” is very significant at present as now, more than ever, there needs to be a clear distinction between leadership and management.