Managers' responses to the initial stages of the Covid-19 pandemic: an executive coaching perspective

Abstract

PurposeThis research investigates how the Covid-19 pandemic initially affected organisational managers, as seen from their executive coaches' perspective by asking: (1) What challenges did managers experience during the initial stages of the Covid-19 pandemic? and (2) How did coaching foster crisis management skills during this time? Executive coaches are in a unique, confidential and professionally intimate position to observe their clients' thoughts, emotions and behaviours.Design/methodology/approachUsing an interpretivist approach, interviews conducted with 26 executive coaches from the USA, UK, Australia and South Africa during the initial stages of the pandemic (first three weeks of April 2020) were analysed using thematic analysis.FindingsCoaches observed how the Covid-19 pandemic caused managers to experience a tension between managing their staff, their own bosses and themselves. Ranging from logistical challenges to personal fear, uncertainty and loss of identity, managers confided in and relied on their coaches to help them to reflect, provide support, but also challenge them to take a forward-looking stance. Findings were interpreted through the lenses of crisis management and coaching efficacy theory. Crisis management theory is extended by suggesting that greater priority must be given to managers' personal well-being and by adding coaching as a new intervention to develop crisis management skills. Coaching theory is extended by showing that executive coaching can foster certain crisis management skills and that the benefits of coaching in non-crisis times are also relevant during a crisis.Practical implicationsManagers, their leaders, executive coaches and purchasers of coaching services, such as human resource practitioners, should take note of the challenges managers face during crises. They should consider executive coaching as a support intervention to foster requisite crisis management skills.Originality/valueThe findings provide novel, empirical evidence suggesting that executive coaching could foster crisis management skills. The unique Covid-19 context provides rare insights into managerial thinking, emotions and behaviour during extreme crisis situations, contributing to the design of appropriate support interventions.

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“…Another form of context may appear in the more significant environmental, social, and health issues, like the COVID epidemic. Nicky Terblanche (2021) explained some possible problems that arise when treating people who have had COVID or have had close friends or relatives die from COVID. He also examined the post-traumatic stress conditions for health care workers and others following several years of social isolation and fear.…”

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“…Finally, create a college-wide coaching and counseling program for education managers, directors, coordinators, and faculty and staff is essential to focus on resilience and crisis management skills and provide enough support for faculty members. Ongoing coaching and counseling programs will support the course directors, coordinators, and faculty members by polishing their managing skills at times of crisis [30]. Table 6 summarizes the proposed interventions.…”

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“…Finally, create a college-wide coaching and counseling program for education managers, directors, coordinators, and faculty and staff is essential to focus on resilience and crisis management skills and provide enough support for faculty members. Ongoing coaching and counseling programs will support the course directors, coordinators, and faculty members by polishing their managing skills at times of crisis (29).…”