Coronavirus may be creating better bosses, who talk less and listen more
Back in the pre-COVID-19 days, Mitchell Spearman didn't talk to his staff much about their feelings.
As senior director of principal gifts for the University of Texas at Austin, he helped set goals for his team of fundraisers, assisted them in meeting those goals and celebrated their successes when they did.
He aimed to be supportive and encouraging, but delving into staffers' personal lives? Inquiring about their support networks? That wasn't part of the job description.
But as the country abruptly shut down in one unimaginable week in March, Spearman, like many managers at companies large and small, found himself taking on new roles: counselor, supporter, wellness coach.
Goals and metrics temporarily went out the window. The mental and physical health of his staff became the priority.
As Spearman scheduled one-on-one meetings with each member of his team,
