Things Leaders Should Be Doing   There are tons of things leaders should be doing, so it becomes a bit of a blizzard white out mentally, because we are overwhelmed by the volume.  It is a good thing to isolate out some key ideas and just remind ourselves of their importance.  Here we go.   Focus attention chiefly on results to be achieved rather than things to be done. Everything that is happening should lead to the desired results.  Sounds obvious except when we analyse our diary and look at what we are spending our time on, often we are shocked that so few items are actually directly propelling results.   Plan and organise effectively to achieve these desired results, then coordinate the efforts of everybody concerned with these results to do their best to achieve them. How good are our plans?  Do they need to be updated because the market has changed or circumstances have run over the top of us? Are we still organised properly to achieve the results we have set for ourselves?  Is the balance between individual responsibility and teamwork correct or are we off center?   See that major objectives are divided into bite-size pieces and properly communicated with time targets for achieving expected results. Objectives must have an established measurement and accountability system to prevent deviation from what is expected. Covid has thrown many of us under the bus and business as normal is no longer a reality. Order and calm pursuit of targets has been replaced with scrambling to survive.  How do we measure performance in this situation?   Establish effective performance standards (expectations) so all people will be geared toward attaining profitable action and will know what is expected of them and how their performance will be measured. Again, how do you set realistic performance standards during a pandemic, which constantly buffets your industry with wave upon wave of infections, like kamikaze pilots attacking a battle group?  The textbook answers have to be thrown out the window and we have to work it out by gut feel and raw grit, rather than philosophy.   Build a results-oriented attitude in the organisation so people will develop self-reliance and achieve their goals and confidence. Certainly working from home has shifted the visibility of people producing results and a lot of it now comes down to numbers on a spreadsheet.  Also, the opportunities for direct supervision and teamwork have been reduced in the remote world.  For some people this is not an issue but not everyone thrives in that garden.  What do we do about that?   Motivate people to peak achievement. Try yelling “be motivated, be motivated, be motivated” over and over again at your team members and rapidly discover you cannot motivate anyone except for yourself. The best we can do is provide the environment where individuals feel self-motivated to succeed.  The trick is to know what that means person by person and then delivering it for them one by one.   Be creative and help others develop their creative potential. Creativity can be learned but when and where are we taught how.  How many leaders make an effort to study how to be more creative?  If you have no clue, how on earth can you teach it to your people?  Also, take a cold hard look at the way your organisation functions and see if it is actually designed to stifle or kill innovation rather than encourage it.   Track all progress so that what is planned is achieved. How hard could this be right?  Except we are often lost in the weeds or we are being pulled hither and thither and coming back to round up results gets overtaken by constant urgencies.   Maintain coordination of the efforts of all personnel both within and outside your organisation so the interaction of these people will be focused on desired results. This was certainly easier when everyone was in the office.  I find that there is a lot more coordination work required now that people are separated from each other and me an