Hartford Business Journal

www.HartfordBusiness.com • May 25, 2020 • Hartford Business Journal 31 LEADERSHIP IN A TIME OF CRISIS 501 Crescent Street, New Haven, CT 06515-1355 | SouthernCT.edu | p: (203) 392 5250 f: (203) 392 5255 Before COVID-19 began its spread into Connecticut in March, none of us expected to be where we are right now. I certainly did not anticipate leading an institution of more than 12,000 students, faculty and staff remotely from my "home office" — and engaging in intensive preparations for an uncertain fall. "Virtual Southern" required not only moving all our classes to a new method of delivery, but also shifting almost every other aspect of our operations. As president, I was well aware that decisions I made would be highly impactful during this time of crisis. It was a time for nimble thinking and versatil- ity, calm consideration of the facts, and analysis unmuddied by emotion and stress. Early on, we understood that open communication was key — and the tone would be important. We messaged our community through a variety of media — email, social, web, and video. We believed it essential to project a calming pres- ence — even as daily newscasts presented turmoil in New York and elsewhere. When I first appeared on video from my home, my underly- ing theme was: "we are a caring community, and we will get through this together: SouthernStrong" — which became our hashtag. I used video because it helps people to see a familiar, confident and friendly face — and it implies that, "I may be the president, but I'm in the same boat as you!" As a leader, I believe it's crucial to both compliment and en- courage the members of your community during a crisis — show that you care, enable others to act, and encourage the heart. Because when you need a unified response, you must strive to ensure that every employee feels they are valued and have made a significant contribution. Of course, a large part of Southern's extended community is our students and their extended families, who had many ques- tions and concerns. Along with regular messaging, we staged a live Q&A session on YouTube during which my vice presidents and I responded to over 700 questions in 90 minutes. We created video testimonies from faculty and staff en- couraging students as they began online learning. And on our parents page on Facebook, we message back and forth on group and individual issues. As you know, many people across Connecticut have been economically impacted by the necessary restrictions accom- panying the spread of COVID-19. And our students — many of them first generation, many juggling jobs with studies and family commitments — are feeling the effects. So we refocused our annual Giving Day into a "Day of Car- ing" to support students facing financial difficulties, raising more than $500,000. This ethic of care is central to South- ern's commitment to social justice. And I can't think of a better way to express it than by helping those in need during these unprecedented times. These are some of the leadership practices that we have followed at Southern during the COVID-19 pandemic. We don't know when this crisis will end — but all of us will undoubtedly emerge with new insights and skills. I wish con- tinued health and safety for you and those you love. Sincerely, Joe Bertolino President Southern Connecticut State University

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