Business as un-usual?
The change came quickly, and the recovery will be long. We would argue that there is no way back to `normal` and adapting to the new normal is the name of the game. The preparedness for this change is of course very dependent on the type of business, the experience with and use of digital solutions in the normal workplace and corresponding work processes, your leadership competence and approach in an increasingly digitalized world. There is no doubt that how you deal with the situation now will have a lasting impact on your future success. (ref link: McKinsey Covid19 Implications for business)
The business context has changed, as have expectations in your workforce as to how you can work together, and it's unlikely they will want to give up new-found freedoms and flexibility that came with the virtual collaboration imperative. If the home office and flexible working hours is ok now – why not once the crisis is over? Changes are afoot and force radical rethinking of how you conduct your business whether because of changing capability through workforce reductions, changing customer demands, supply chain challenges etc. the list goes on, but the key point is - there will be a new and different normal. So, the question is are you planning for going backwards or towards a new normal?
In planning for a lasting change – even though we are acting and especially reacting to what we expect to be a relatively short-term crisis situation, it can be wise to think long term. Yes, we must react to the immediate situation and the new rules and regulations put upon us. There is a need to secure and protect your business to the best of both society, owners and employees. So short term action is required. The question is if the changed way of working is sustainable. We think planning for the latter will both give the best solutions short term and prepare you for a different future of work long term.
«The future belongs to those organizations that prove able to adapt swiftly to the ongoing changes in the digital world. » This statement from OpenMind cannot be more relevant and truer these days, especially if we add «adapt swiftly to changes in the global business context». The decisions that companies make today can and probably will to a large degree determine their survival and a leading edge over the medium to long term. Searching for and discovering new ways of working that build organisational robustness can lead to both operational and cost efficiency, and increased probability for success in the new normal.
4 common dilemmas and tips for leading towards the new normal
Being visibly present and remotely available – It may be new to you to use video technology to communicate with your employees or stakeholders. Now is the time to let go of fear of making mistakes or not knowing how to fix things and simply ask for help. Be a role model to others in this. Video is the best way to reach people with a personal touch now so you`ll need to find a comfort level with it. Be proactive in reaching out to others and don`t wait for them to ask for help. Set up team or company chat groups where spontaneous conversation can occur which will open-up for more informal support and lower the threshold for asking for help and personal sharing. Have virtual coffee breaks together. You don’t need to be in all the meetings or group chats so encourage employees to form their own too. Prioritise for yourself those that are important to keep the business operating and those that make employees feel secure with you about the way forward.
Staying predictable and managing uncertainty - Keeping daily routines can be helpful like starting the working day on time and normal mealtimes, also helpful now is scheduling times for check-ins with your team and have them do the same for theirs. Keeping team meeting times as predictable as possible can help when things are uncertain and changing daily. At the same be spontaneous outside of these times and just call individuals on the off chance to see how they are, show genuine concern especially if you know they are struggling, are ill or have loved-ones suffering. Ask for feedback each week on whether the activities and routines you have put in place are working or helpful and what else might be of benefit to everyone. As we say at the start here, this time is a new normal for the way we work and so now is the time for opening-up for new ideas on how previous work routines should change and adapt to accommodating sudden changes and to support remote workers.
Offering empowerment and keeping control - Under pressure, it is common for leaders to want to take control and get into doing mode. However, be conscious of not micromanaging and stay in setting direction and goals mode. Use coaching questions, and encouragement to help others find solutions to issues as they arise. It's highly likely that you are all trying to be creative in finding ways to solve issues and work together and you personally won’t have all the answers, so draw on your employees for ideas and give positive feedback for successes along the way. Trust them to do the job you employed them to do and help with finding solutions rather than demanding, telling or interfering. Communicate expectations around response times for eg. deliveries, replying to your emails or phone messages etc so others know what you want or need. Have them share their expectations of you with you. These are times for being explicit about new rules of engagement. Be clear, patient and flexible with each other.
Being authentically open and staying measured - How and what you communicate beyond work is now critical – it's about empathy. Start by asking employees how they are and how things are at home or with loved ones. Listen and empathise. Tell them how you are and what’s happening for you without burdening them with your emotions or worries. Ask for help yourself where you need it and where you know they can support. Share common anxieties and any good advice for managing these from reliable sources, including what you find helpful and encourage them to share the same. Be genuinely concerned about their emotional and physical health and stressors around them. Show compassion as you would to a friend of your own and help them to keep focused on solutions and what can be done now. Avoid displaying extreme emotions which may make others feel they can't open up to you for fear of adding to your stress. Seek support for your own stress from personal advisors, coaches, or counselling professionals.
For further tips on leading virtual teams:
HBR What it takes to run a great virtual meeting
HBR How to collaborate effectively when your team is remote
Conclusion
It is likely that learners and adaptors are best fit to survive the current crisis and succeed in the post-crisis future. This means establishing new habits and behaviours and resisting the inherent tendency to fall back to established routines once the crisis passes. More than ever trust and psychological safety is important. Effective engagement of your people and stakeholders is the task.
Leadership is core in this, your ability to handle a number of dilemmas in mostly unknown territory. It is important not to be paralysed, or stick rigidly to the past, or fear the unfamiliar and ambiguous. The situation calls for new approaches. Hence creating the next and sustainable version of your organisation.
In the words Peter Drucker “The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic“
Written by :
Progressing Minds Executive Advisors:
Harald Henning Kofoed - See LinkedIn Harald Henning Kofoed
Erling Christopher Nøttasen - See LinkedIn Erling C Nøttaasen
Nashater Deu Solheim
