Embrace the Curve
Every business will be experiencing the unprecedented Covid-19 crisis differently, but there are still some truths we can call on to help us navigate the storm.
We have pulled together some of our favourite change resources and overlaid them into a single graphic plotted against the six month timeline that the UK government is now indicating. Of course, we have no idea how long the whole process will take and what is so frustrating is that we also have no control over it. But nonetheless, it is highly likely that your teams will be experiencing a version of the dynamic illustrated below.
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Shifting people along the classic change curve requires different communications and behaviours at different stages – and of course, this will dictated by the individual circumstances of each business and team. Most importantly though, don’t try to rush it. Embrace the curve.
Here are a couple thought starters to help you work through each stage.
Stage 1: Endings
Trauma creates group bonds
I suspect most companies are coming to the end of this phase in terms of the brusque adjustments to new ways of working. However, the need to provide clarity and empathy will continue throughout the process. Our interconnectedness and the all-pervasive information overload means that until we reach the global tipping point in this crisis (which I fear may still be some way off), our individual psyches will remain in degree of trauma.
Neuroscience has taught us that being in a fearful state shuts down our cognitive function. In fact, we are at least 25 times less intelligent than we are at our best. It is therefore critical to find ways to reduce panic and start getting a more constructive narrative out.
According to the Global Web Index Coronavirus: Consumer Impact Report, 95% of consumers say they’re spending more time on in-home media consumption. The flip side of this is that there is a massive opportunity to reach a lot of hearts and minds with the positive messaging needed to move everyone from fear to acceptance.
Use your own sphere of influence to portray confidence, encourage generosity and solidarity, and offer reassurance.
And lastly, don’t forget that trauma creates group bonds. Use this insight to unify your team – look out for the new shared language and the new social systems. Make the most of small wins and create a new organisational story about winning against the odds. Maybe even mark the end of this period with a virtual event or small token of appreciation.
Stage 2: Transitions
Cultures shift in unsettled times
Six months is a long time and we need to view this crisis as an endurance test. As traumatic as the first stage was, it was adrenalin fuelled. Stage Two is more likely to be boring, depressing, slow and frustrating. Start preparing now for the communications and activities to see your team through.
Cultures shift in unsettled times so be mindful of the strengths and weaknesses of your company’s culture. Evaluate your prescribed values against the values that have actually been displayed in the last few weeks and use this opportunity to unite staff by co-creating a new, more relevant culture.
As we know, sentiment drives the markets which means that we are all going to need a sense of optimism to facilitate the move to Stage Three. Unfortunately, sunshine journalism and fake smiles won’t do the trick. We need to consciously work on creating optimistic mindsets for ourselves and our teams. One of the easiest ways to do this is to run an internal (and external) communications campaign to share your good news stories. Turn your team into citizen journalists and empower them to find and share the stories about the human triumphs that will be happening across your business and your community.
The graphic below from Canvas8 might give you some more ideas on how to manage the transition.
Stage 3: New Beginnings
Reflection is part of regeneration
The key to facilitating effective change is having a clear and compelling vision for the future.
There will be loads of data around changed consumption patterns, economic impacts and likely outcomes. Already the suggestions are that big purchases are being delayed and we are likely to see a much lower level of consumption in the post-CV19 world. Trend forecasters and futurists will be sharing all manner of predictions, some of which is useful, but your own story is far more important.
As you plan for Stage Three, rethink what is possible. If you’ve made it this far odds are that you learnt some valuable lessons in innovation, agility and collaboration, so how can you entrench the best of these learnings into your business and operating model. Reflection is part of regeneration so give yourself and your team the time to work through this process.
As soon as you have the path forward, share it with your team. Even if it’s not 100% bullet proof. If nothing else, this crisis is teaching us resilience so if you have to add a few course corrections to the vision so be it. However, your teams will need decisive and strategic leadership to move them into the final stage. Your courage will become their courage. If you need some inspiration for this, be sure to read this short piece on managing uncertainty - What Franklin D. Roosevelt Knew About Managing Fear in Times of Change.
We will get to the new normal and it will be a new beginning for us all. So let’s do our best to make it worthwhile.
For more on crisis management take a look at our experts’ tips.