The tumultuous period that we are currently going through not only threatens the survival of businesses from a fiscal perspective, but also threatens the formation of inclusive work cultures that provide the conditions necessary for optimal individual and team performance. It may seem like a million years ago at this point, but pre-COVID-19, many businesses were already struggling to form inclusive work cultures, and managers were challenged to create inclusive teams.
Are your past successes making you more susceptible to being disrupted? Does your position in the market make you a more attractive target to disrupt? Has COVID-19 given your potential disruptors time to find new ways of undermining you?
COVID-19 has caused havoc to all businesses, but that does not make it a disruption. If your business is prepared to remain resilient during a period of disruption—in hindsight, the disruptive phase may be viewed as simply an interruption.
One of the most unique things about the current COVID-19 crisis is just how universal it is. No event in history has affected every single country in the same way and at the same time. It is safe to assume even at this early stage, that an event of this magnitude could send the shock waves of disruption through every sector, every business and every product line that is trading today.
The big lesson from the current crisis is that some countries have managed this disruption better than others.
[This post is an email that we sent to our clients on June 4, 2020.]
We felt it was important to reach out to you right now, as you are probably feeling a range of emotions in response to the horrific deaths of George Floyd, Breonna Taylor, and other people of color. We are, too. This grief is becoming all too familiar.
The impact of COVID-19 on our ways of working has been staggering. The most obvious, the shift to remote work, has impacted organizational cultures and employee engagement almost overnight. Beyond remote work, it has accelerated a number of key future of work trends, in some cases irreversibly. In the years to come, it will continue to reverberate in the ways we collaborate, balance our career and family obligations, and think about our teams and organizations.
The shift to pandemic-related uncertainty and distributed work caught a lot of teams unprepared. By now, most have adjusted to the basics of remote work – spending most of your days on video calls and chat with your team, but have you asked yourself whether—and how—you could be doing things better than you were before disruption?
This blog post is a brief excerpt from our latest white paper on adapting to uncertainty. The full piece can be found here.
It is no surprise that in the face of today’s constant volatility and uncertainty, agility is frequently cited as one of the most important attributes for leaders to be successful in growing organizations. Yet most managers and leaders have not been prepared or trained for how to deliver this agility, especially in a crisis. It’s one thing to have reactively put things into place in response to a new reality, often with a lag that creates competitive disadvantages. It is another to think about what’s next in the midst of a crisis and stay ahead of change, rather than chasing after it.
Remote environments can be challenging to navigate under normal circumstances. Add in a global environment of stress and uncertainty, and those relationships and engagements can be even more difficult to manage.
If you ever needed cognitive diversity and thinking agility, now is the time! With the current global atmosphere of rampant change and volatility, you need to leverage all of the thinking resources available to you, especially when it comes to effective decision making in the face of crisis.
For the past few months I’ve been focusing on creating products for our customers to help them understand and adapt to change. The challenge is that change isn’t going to stop for any of us, so the best we can do is learn how to adapt as quickly as possible. Inspirational blogger and author Seth Godin might say it’s more about responding and less about reacting. When we respond we are present and can take action, but when we react we resist, complain, and get stuck. And that’s exactly what happened to me and my cat this week.