5 CMgr lessons that mattered most in the pandemic

Chartered Managers work in sectors as diverse as dentistry, architecture and finance. Here, they talk about the CMgr insights they’ve kept in mind when managing through COVID-19

Victoria Foster CMgr MCMI has been dismayed by the lack of support for the dental sector during the pandemic. With no support packages available for private practices, it has been a challenging time for the industry.

Practices must now be fit-tested for FFP2/FFP3 masks, carry out regular decontamination procedures and implement ‘fallow time’ where treatment rooms are evacuated following aerosol-generating procedures (AGP). All this significantly reduces the number of patients they can see each day.

Foster, who is regional marketing manager at Dentex Health, recognises that these steps are necessary for patient and staff safety, but is sorry that the guidance has inadvertently changed dental surgeries from calm and friendly environments into “closed-door, appointment-only” settings. Magazines in waiting rooms have been removed. Patients are escorted directly to treatment rooms. Face coverings mean it’s difficult to chat. It all makes the experience harder for nervous patients.

But Foster is determined to do what she can for the sector she loves. She has been putting her knowledge and experience as a Chartered Manager to work as Dentex Health adapts to the new normal. “COVID-19 has put everyone on a level playing field,” she says. “Everything went digital overnight, and we’ve all had to adapt.”

Victoria Foster CMgr MCMI

It’s a similar story for other Chartered Managers across different sectors. They’re all having to adapt to the pandemic in different ways, drawing on their experiences and knowledge to make it happen.

Five CMgr lessons from COVID-19

1) Post-COVID, everything requires more planning

Critical projects did not stop during the pandemic, especially in the manufacturing sector. But Mike Hetherington CMgr MCMI, project manager at manufacturer IMI Truflo Marine, explains that planning and preparation are essential for adapting to new working practices.

The company has introduced one-way systems, meetings have moved online, headcount has been reduced and rigorous cleaning routines have been implemented to help plan projects around the pandemic. “The normal mode of work has changed, so things won’t be completed in the same manner and timeframe as before,” says Hetherington. “Everything requires more planning.”

2) Learn to adapt – even if it comes at a cost

John Faulkner CMgr MCMI is project director at Kuwaitbased architecture and engineering firm Pace. The pandemic has presented huge challenges, particularly in keeping construction workers COVID-safe.

In addition to supplying washing facilities, hand sanitisation stations and appropriate PPE, there was an issue with the large numbers of workers using the same transport to get to and from the site. Faulkner adapted to the situation by reducing the number of people allowed on buses at any one time and staggering the transport arrangements. Yes, this meant providing more transport in the short term and at greater cost, but it was necessary.

“One of the things I’ve learned from all my years in construction is that you need to adapt,” he says. “Life isn’t a straight line; there are a lot of bends in the road and sometimes a few cliffs.”

3) Assess the risk – and react quickly

Faulkner, who has worked overseas on large projects in Asia and the Middle East for several years, is acutely aware of the importance of assessing risk and reacting quickly to changing situations. “You have to adapt, anticipate and react to risk,” he explains. “In the case of the virus, you need to put in stringent measures to prevent an outbreak.”

Phil Quinn CMgr MCMI, associate director at construction and advisory firm AESG and a former member of the UK armed forces, agrees. “Reacting quickly to changing situations is important. So there’s a need not just to have a Plan A, but a Plan B and a Plan C as well,” he says. “You have to assess and reassess any situation as things develop.”

4) Lead with your core values

Dentex Health’s Foster presented an online marketing training session to the entire organisation to help motivate the 79 business and practice managers, who were needing to re-energise their teams. CMI, she knew, is “big on values”, so Foster focused on returning to the company’s core values around generosity, innovation and high ethical standards.

The webinar was well received, and many practices requested branded posters of the company values for their workplaces.

Foster deployed similar techniques to help revitalise one of the group’s practices that had lost its way. With a renewed emphasis on the company’s core values, she implemented new systems, marketing plans and taught them how to use social media to engage and interact with customers. “When lockdown happened, they already had the digital skills in place,” says Foster. “Their enthusiasm, excellent customer care and engagement is getting them noticed now. They even took on 140 new patients in their local area last month, despite the difficult landscape.”

5) Keep up those regular check-ins

The importance of good communication, learned through his CMgr progression, has always resonated with Stuart McQueen, team manager at Just Group. And now that his entire team works from home, he’s aware that everyone has different personal circumstances. Some of his team are juggling childcare commitments, while others are entirely on their own and could end up feeling isolated.

“It’s important to reach out and check in with everyone regularly,” he explains. “I actually spend more time now interacting, touching base, clarifying and checking in than I did when we were all in the office. I think we’ve all taken face-to-face office environments for granted.”

“The pandemic has made me a more empathetic manager”

Shelly Ross CMgr MCMI works in a critical public-sector role. The pandemic made her realise that being a ‘sounding board’ for others is the essence of good management

“We were critical workers during the first lockdown; we didn’t stop working. We tried to carry on with our normal, day-today work, but the situation naturally caused a certain amount of stress and tension in our work and home lives. The pandemic has been the catalyst for significant changes to the way we work, and a much higher proportion of our workforce now works remotely from home. This has required a big shift in the way our company operates as we adapt to new ways of working.

“The pandemic has brought many new challenges to overcome to ensure we continue to meet our delivery expectations. Everyone has been feeling the pressure.

“I had always been quite focused on delivery, but I’ve realised the need for a more personal and empathetic approach. I had to shift my focus to become more of a sounding board for my team members. I learned to connect with them on a deeper level, which is difficult when you’re trying to deliver against business requirements. You’ve got to maintain focus and professionalism, but your team needs empathy and they want you to listen when they’re struggling.

“Everybody has their own risk factors, so I took the time to speak to members of the team to take theirs on board. People had different levels of anxiety, so I tailored how I managed each individual based on how they were feeling about the situation.

“I achieved my Chartered Manager status in the middle of the first lockdown and in the midst of all those challenges. This far outweighed all of the negative impacts, and if anything, it helped me to focus on the positives and stay grounded. It’s been a real point of pride for me.

“No manager could have foreseen the impact that COVID-19 was going to have on their businesses and teams. We’ve all had to adapt and step up.”

— We’ve kept Shelly’s employer’s details anonymous.