"The comfort of reclusion, the poetry of hibernation.” (French author, Marcel Proust)

It is about two years since much of the world reported their first COVID-19 cases and Rwanda went into almost immediate lockdown. To many people, it may seem like two decades ago as so much has happened since then in terms of our collective and individual focus on what is really important in our lives; on our wellness and spirit of survival; on our relationships with others and with nature; and on our mobility around our cities and beyond as we have pondered again and again the questions: "Do I really want to go out today?” and "Do I really need to go out today?”

With just over six million deaths worldwide now, the pandemic is certainly not disappearing any time soon but there are genuine hopes for it to become a more ‘endemic’ part of our lives that we must do our best to accommodate and co-exist with.

And so it seems to be an appropriate moment for leaders to think about what they have learned during this turbulent period when many of them have had to find new ways to meet ever-changing targets and milestones, and bring out or develop new ‘human’ skills in themselves, such as self-care, patience, listening, compassion and perseverance.

For now, some initial, self-reflection questions for leaders might be:

Over the last two years …

1. What have I learned about the nature of leadership?
2. What have I learned about the people who depend on me?
3. What kind of ‘crisis’ leader have I been?
4. What have I done well?
5. What could I have improved upon?

Going forward …

What will work and the workplace look like for me and my team/s?

6. What are my professional and personal goals as a leader?
7. What will be the biggest challenges for me and my team/s?
8. What changes will I make going forward?
9. How will I know that I/we are being successful?

One of the key challenges for everyone - including leaders - seems to be related to isolation and ‘coming out of hibernation’, like a hedgehog or bear emerging from its warm, safe lair after a long period of seclusion.

Even before Covid, there were many brave and vulnerable leaders, who admitted that they often felt isolated and lonely in their corner offices, in their long commutes in their luxury cars and in their never-ending business- class flights to see clients, etc.

Since then, that isolation has only grown for many as they have tried to communicate with others on the end of an email, text, phoneline or even on a Zoom call where we can all ‘see’ each other but are we really connecting? Are the forced smiles on the video gallery any more real than the synthetic background we choose to show behind us?

While we have become somewhat accustomed to long-distance communication and physical distancing over the last few years, what about the prospect of much more face-to-communication and social nearness now? Will people start suffering from what is called ‘proximity panic’?

"I must admit that I am nervous about getting on a plane again and going into an office or a meeting full of people again. How should I behave? What should I say?” a normally extroverted colleague confided in me earlier this week.

So what can you do, particularly if you are a leader?

1. Acknowledge to yourself any quite normal and understandable feelings of apprehension, nervousness or hesitation
2. Record such emotions in a journal or even release them through such things as poetry, painting or any other form of creative expression
3. Maintain your daily routines of meditation or prayer; vigorous exercise; healthy diet; and adequate sleep
4. Discuss your emotions openly with trusted advisors, mentors, peers and loved ones
5. Seek immediate professional help if these feelings spill over into deep anxiety, fear, self-abuse or paralysis
6. Distinguish between what needs to be done now and what could be put off until later
7. Edge your way out of the ‘hibernation hole’ slowly, with only limited human contact initially
8. Try to focus on the activities that you enjoy or feel most comfortable with, such as having lunch with your closest colleagues on a favorite restaurant patio or going on a long hike with one or two of your most trusted team members
9. Remain patient and compassionate with your co-workers, who may be going through many of the same challenges
10. Continue to practice the three key ‘human leadership’ competencies of Appreciation, (Self-)Forgiveness and Apology that I outlined in my column on 8 October 2020 - https://www.newtimes.co.rw/opinions/how-remain-human

In this way our emergence from extended hibernation can become a form of reinvigoration, rejuvenation and even rebirth for ourselves as leaders and for those around us.

"Hibernation is a covert preparation for a more overt action.” (US writer, Ralph Ellison)

"We shall have wonderful dreams, and when we wake up it'll be spring.” (Finnish author, Tove Jansson)