Being a CEO is a challenging job. It’s monumentally more difficult if you’re the chief executive of a company amidst the violent conflict in the Middle East. In a Zoom interview, I spoke with Omer Glass, the CEO of GrowthSpace, a tech company that provides personalized learning and development programs, coaching and mentorships, to learn what it’s like to lead during times of great uncertainty and danger.
While GrowthSpace is headquartered in New York, the company has a sizable presence in Tel Aviv. Israel’s tech sector is the nation’s topmost export and the single biggest contributor to the country’s gross domestic product, according to TechCrunch.
In Corporate America, executives will use military jargon and war idioms to liken business to war. However, for Glass, this hit too close to home. At the helm of his company, he is responsible for ensuring that his employees are safe from harm, have food and shelter, and the necessary resources and tools to cope mentally and emotionally.
Emergency Protocols
While sitting in his Tel Aviv office, Glass comes across as calm and collected, despite the heaviness of the moment. He reveals that he has laid out a companywide game plan to keep the business open. Glass stays motivated knowing that his customers and others rely upon his business’s coaching services, crisis management, leading through change and upskilling for people who may need new jobs.
During this time, his primary focus as the head of the organization is to offer flexibility and compassion, promote resilience and enable employees to prioritize self-care.
Managers have been tasked with ensuring that their teams are safe, implementing security protocols and emergency response plans. Glass offers financial assistance to ensure his workers meet their basic needs, such as childcare, clothing and mental health resources.
Acknowledging Trauma And Offering Flexibility And Understanding
As a CEO, he recognizes that his employees are under incredible duress. Communication is key during a wartime situation. Glass, along with other executives and supervisors, are carving out time to ask the staff about the stress and collective trauma they are experiencing. Management actively listens while working on solutions and acquiring the appropriate resources. Supervisors are on alert to spot any signs of trauma or post-traumatic stress disorder.
There’s a need to be flexible and understanding about potential impacts on work performance during this crisis and set reasonable expectations. If attacks have directly impacted some employees or their families, they’ll be provided accommodations, including bereavement leave and reduced hours.
Grief counselors and therapists provide confidential support for workers impacted by trauma or loss. Support groups offer a means for employees to connect and talk through challenges in a judgment-free space.
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