The Power of Crisis Leadership (Part Three)
The following is the last of three excerpts from a feature article, written by Rob Weinhold, Fallston Group Chief Executive, and published by “Captive International” in July 2020. Read part one here and part two here. Looking for ways to ensure your reputational piggy bank continues to overflow? Fallston Group offers the following guidance, based on our most powerful lessons learned over the past decade of helping clients through events of adversity: Never erode your integrity: misinformation breeds distrust. There can be an immense pressure to “make your organization look good.” Many want you to press your nose up against the ethical window of truth and transparency. Do not cave in to others who would like you to lie, distort the truth or leave vital facts behind which alter messaging and perception—this is tantamount to a lie. Once it’s lost, you will never fully restore your integrity. Be relevant: as the art of traditional and digital press relations evolves within a changing worldwide media landscape, many leaders seem less inclined to return a reporter’s calls, or otherwise seek to delay the release of information. Some view this as refusing to feed the “media monster”. By sticking their heads in the sand and not responding, businesses make themselves irrelevant and ineffective. If you don’t tell your story, someone else will. When someone else tells your story, it certainly won’t be the story you want told. Know the facts: a common mistake of many who speak publicly revolves around not fully preparing and gaining a sound understanding of the facts before articulating their position. Too many professionals jump out on camera or in front of an audience with no substantive information or an unwillingness to engage with questions. Not knowing the facts or relying on the “no comment” phrase is unacceptable. Know your position, know your craft: it’s your legacy. Be predictive: when preparing to deliver a message, be certain to plan for every question and eventuality. There is often a tendency for people to want to go on camera without fully preparing because they are used to speaking publicly or know the organization very well—chief executives are good for this. Push back and demand ample preparation. Failing to plan is planning to fail. An eight to 15-second media soundbite can ruin your career—just ask BP’s former chief executive, Tony Hayward, who recklessly uttered “I want my life back” after one of the world’s most damaging oil spills that killed 11 people in 2010. Don’t wing it; prepare for every interview no matter how mundane or harmless it may seem. Build media relationships: know those who tell your story—media and your ambassadors—as well as your detractors. You want to get the benefit of the doubt when people tell your story. It’s not about an unfair advantage, but simply balance. When managing the media, gather intelligence from reporters and news organizations—ask them what angle they plan to cover, who they are speaking with and what their position is. They are under no obligation to share these details, but you’d be amazed at what they will tell you, particularly if there is an existing relationship or future mutual need. Video doesn’t tell the whole story: a video account of what happened does not factor many variables—what each party said, body language from all angles and what transpired before and after the footage. In today’s digital world, everyone is a citizen journalist with an opinion, and many want to be the next YouTube sensation. More is recorded and shared than at any other point in history. The emergence of video has changed all professions, but be careful when making a judgement or decision based solely on video evidence. Treat video for what it is: another tool in the search for the truth. Practice, practice, practice: it is essential to practice public speaking. Practice on camera in an authentic, safe environment. Reputations on camera can save your career. Seek advice from colleagues. take a look at how others have responded during times of crisis and leverage their lessons learned to your advantage. Your colleagues, peers and competitors are invaluable pools of knowledge and can serve as the single most important case study resource. Be a student of your peer experiences and learn from other’s successes and missteps. Of the many leaders I’ve worked with during crises, there are two benchmarks of success which allow leaders to quickly maintain control and weather the storm. First, they put their hand in the air and recognize they are in trouble—they don’t let their ego get in the way. Second, they ask for help from their trusted circle. Recognition of trouble and decisiveness in action will help you turn short-term adversity into long-term advantage.
The Power of Crisis Leadership (Part Two)
The following is the second of three excerpts from a feature article, written by Rob Weinhold, Fallston Group Chief Executive, and published by “Captive International” in July 2020. Read part one here and part three here. I’ve worked with partners in the healthcare space on a myriad of issues, including accusations of patient dumping, criminal activity, gross mismanagement, sexual harassment accusations and medical malpractice claims, to name a few. There is no shortage of issues to contend with in this industry. In many cases, those filing claims will lay their case out, complete with disparaging facts with only a loose connection to the perceived truth, and with an aggressive demand for settlement. Layered into the claim is often the subtly veiled or overt threat of “going public” if the settlement demands are not met within very short periods of time. This leaves the healthcare client and its legal/risk teams with a decision to make: should they settle and avoid the court of public opinion or risk reputational damage for the sake of saving dollars and/or doing what the system believes is fair and just? This is a tricky balance, as the court of public opinion may initially weigh heavily in favor of the plaintiff. Its legal team is often first to market, putting the healthcare organization on the defensive. To complicate matters, the court of public opinion renders a verdict in hours and days, not months and years. Captives are seeing more instances of plaintiff attorneys using the media to attract more clients, as well as threats of class action suits if matters are not settled quickly. This can be especially challenging in cases involving allegations of sexual misconduct: how does one protect the reputation of the corporation or institution without completely submitting to the demands of the plaintiffs? There is no easy answer in such situations. It is important to remember how the corporation or institution handles itself in the media in response to a lawsuit, or threat of one. This will be a factor in determining how that corporation or institution can recover once the event/lawsuit is resolved. It’s imperative to think both short and long-term, understanding that you are setting precedent along the way. It is a time to strategize cognitively, not emotionally. To manage this dynamic, the forward-thinking legal teams I’ve worked with quickly analyze the treacherous traditional and digital landscape—the who, what, where, when, why and how of storytelling. It is about predicting how a story will land—and be reacted to—on varying media platforms, to the diverse micro-audiences who are influenced. Concurrently, there is a lot of due diligence under way to ensure all of the facts are known; spokespeople are identified and trained; ambassadors, detractors and influencers are accounted for; media market is sized up and executive alignment is in tow. It is a real-time chess game whereby court filings or press conferences can occur at any moment. Some healthcare boards put their CEO at the center of the management of their media response. This is best accomplished by having the chief executive on the captive/risk board, so all the facts, nuances and timelines are clearly understood. Generally, in order to respond nimbly to such legal events, having the right people on the board and the right people supporting the captive is central to a favorable outcome. If there is a desire to speak publicly about a lawsuit or pending matter before a case is resolved, it is important to make sure the right spokesperson is selected. Should it be a representative of the healthcare institution? If so, what level? Or should it be defense counsel? Should the spokesperson deal with the print media only, or also broadcast journalists? What about timing? How will the story evolve? What are the plaintiffs and their attorneys saying? Does it matter? The list of considerations goes on and on. An increasing number of organizations are propelled into crisis by video—generally a sudden, digital event. Several years ago, a US-based healthcare system was suddenly thrust on the international stage when its emergency department (ED) security team was recorded escorting a vulnerable patient from the ED to a nearby bus stop wearing only a hospital gown. To compound matters, the incident took place at night with the temperature close to freezing. Needless to say, within 24 hours the video elicited global outrage toward an institution that was “supposed to help people” as cries of “patient dumping” grew in the marketplace. There is no question the situation was mishandled from an operating standpoint—on many levels, and with severe legal implications. Many clients have an internal tug-of-war at this point—do we simply issue a statement and not say anything more in anticipation of the possibility of a trial? Or is it better to get out in front by being open with the media, apologizing and taking responsibility, and talking about the organizational steps forward? It is often the executive leadership who will make that call, at times against the advice of counsel or insurance providers. In this particular case, the chief executive of the hospital stepped-up, apologized and humanized the institution and its response. The hospital’s response was handled brilliantly, in crisis terms, and on television for the world to see. Leadership owned the issue—there was no deflection. Much like a sprinter’s start, effective crisis leadership is about getting out of the starting block strongly and saying the right things for the right reasons. That said, winning the race comes down to sustaining the intense messaging tempo and making the proper leadership, strategy and operating decisions that drive long-term sustainable change. The hospital accused of patient dumping, over time, made timely policy and operating adjustments which serve their community well. This is an example of turning short-term adversity into long-term advantage—a patient advantage.
The Power of Crisis Leadership (Part One)
The following is the first of three excerpts from a feature article, written by Rob Weinhold, Fallston Group Chief Executive, and published by “Captive International” in July 2020. Read part two here and part three here. The importance and value of crisis leadership has perhaps never been more apparent than it has been in recent years. Companies across the globe have been bombarded by one societal crisis after another. Every time a leader delivers a message—be it at a board meeting, media interview, keynote, all-staff meeting, community event, or on a social platform—the reputational piggy bank realizes a light deposit or heavy withdrawal. Thinking strategically about what the right message is and how it will resonate with many micro, diverse communities will help assure your reputational and cash balances pay incremental dividends over time. I’ve learned from many leaders who communicate spectacularly under duress. The best communicators are obsessive about every syllable they utter, facial expression, piece of clothing and message point they deliver. They’ve learned how to steer clear of organizational jargon. They are detail-oriented and compassionately deliver messages in a conversational way that quickly and emotionally connects with those who consume their words. They are analytical, well-timed and process loads of information, almost instantaneously. They have a steady hand under pressure no matter the gravity of the situation or tightness of deadline. They understand the big picture, it’s what they do best: seeing the whole room and moving people to proper perspective, balance, and action. Mishandled crises will cost you time, money, stakeholder confidence and your career. The decisions made today will be judged by many for years to come. It is impossible to spin your way through a crisis, instead you must lead the way through it. It’s not about shallow window dressing, it’s about long-term sustainable change. Real leaders emerge when the chips are down, and the stakes are at their highest. Anyone can lead when profits are high and employees are happy and motivated. After decades of helping people during life’s most difficult times, I’ve come to realize that crises are not to be feared, but rather present opportunities for growth. Reputation leads to trust and trust leads to valuation, but not all valuation can be measured in dollars. I’ve had the privilege of advising leaders in large healthcare, academia, financial, legal, entertainment and insurance organizations, along with many public, private, government and nonprofit entities who are fighting for marketplace trust and their futures. The key is to understand each organization’s navigational fix—where’d they like to be—and then chart the path forward using a deep well of instinct and experience. Crisis leadership is an art, not a science. It’s laden in nuance—a predictive mindset is not negotiable.
Where COVID-19 Stands in the Court of Public Opinion
Opinions about COVID-19 and how the pandemic is being managed at the global, national, state, and local levels is literally all over the board. Some feel the process of reopening is happening too quickly, with all eyes on the states that are accelerating through phases of reopening and shifting their focus a bit more heavily toward economic recovery. These opinions may seem validated as the number of states pivoting back to closure appears to be on the rise. In some cases, businesses that were given the green light to reopen a short while ago are closing back down, and several Governors are putting the brakes on movement toward their state’s next phase of recovery, as COVID-19 cases again spike. For others, getting back to normal routines and lifestyles cannot happen soon enough; these are the folks moving on the fast track with little to no intention of looking back. Some even believe COVID-19 is a political hoax, or a story that simply got too much attention by the international news media, and was therefore blown out of proportion all along. Perhaps the vast majority, however, are stuck somewhere in the middle. These are the people who are eager to move on and enjoy their standard summertime traditions with family and friends, but feeling a bit apprehensive about doing so in light of the vast number of “unknowns” that still exist as the fight against the Coronavirus continues, with the light at the end of the tunnel appearing foggy, at best. One thing is clear, the science is still developing. It’s not up to me to decide whose opinion is closest to correct or matters the most. The reality is that there is a lot of gray area in assessing the status of COVID-19, and the personal decisions that must be made by individuals about what life looks like today, and how it might look tomorrow, next week, next month, this Fall or by the end of the year. That said, a dashboard, updated in real-time and presented digitally by the World Health Organization (WHO) reminds us that erring on the side of caution may very well be the best bet, as difficult as that may be to hear. Check it out at any time for the latest data on global cases, broken down by region and territory. Click here to access the database. The WHO’s overarching message, validated by their online dashboard, is that we are still very much living in the midst of the global health pandemic, and that the worst might be yet to come, in terms of both the overall number of cases that will be diagnosed as well as the number of lives that will be claimed by the unrelenting virus. Yes, it’s scary. And yes, it’s real. As I’ve said all along, there are more unknowns associated with COVID-19 than can be counted. And there is no way of knowing for sure when the war against this invisible enemy will be won. It’s not appropriate to say we are all in the same boat because everyone’s circumstances and challenges are a bit different right now. We are all in different boats, but we are weathering the same storm. Let’s remember that continue supporting one another and taking this one day at a time until we come out of this storm together, on the other side. That means we must stay the course – frequent hand washing, appropriate masking and social distancing are a must. We’re all in this together!
A Close Look at Nonprofits – The Challenges and Opportunities They Face
So many businesses have taken a hard hit over the past few months. Today, I want to talk specifically about a sector that very well may have been hit the hardest – the nonprofit community. Generally speaking, these are the organizations that build and deliver community-centric programs and services, and that leverage philanthropic support and fundraising revenues to invest in positive, meaningful resources for the benefit of others. They are the mission-driven organizations that we tend to look at in awe. They work tirelessly to make a difference. Now more than ever, it’s important for nonprofit leaders to take a step back and rethink operations, strategy, communications, development and outreach. These organizations are beginning the slow and gradual process of recovery from COVID-19, right alongside the people, partners, and foundations who typically support them. The mindset is different. The approach must follow suit. Here are five tips for nonprofits to consider as they work to shape the future, both short-term and long: 1. Communicate in a new way. Digital platforms are more valuable today than they were yesterday. They can be used to create frequent, purposeful touch points with others, as a means of informing, educating and inspiring. Think about what kinds of information and stories you can share, every week and possibly even every day, to keep the mission, vision, and values on your nonprofit somewhere close to top of mind. Make sure everything you share includes a link back to your website. That said, take a close look at your website. Confirm that what’s there is important, relevant, current and complete. Is there a call to action (CTA) and do people know how to support you, in the manner you wish to be supported. 2. Plan and manage events in a new way. For now, as painful as it is to say, the keystone annual events that draw massive crowds fall into the “no go” category. However, this doesn’t mean events needs to be canceled. It does mean that nonprofit leaders must think about them in a new way. Could the event be held in a virtual format? Maybe an alternative to having one giant event that typically sees attendance of 250 or more, is to have a series of events over time that bring together much smaller groups of people. Think about what’s possible rather than ideal. And, truth be told, you may find a silver lining in the process. Every year, the surgical oncology team at Mercy Medical Center in Baltimore hosts a walk to raise money for cancer research. It’s a big deal. It raises a ton of money. In 2020 they are going virtual, and they are actually excited about it. The new format means they can draw people in to participate who don’t necessarily live in or near Baltimore. The potential exists for them to engage more people, and to raise more money than ever before. More reach and frequency is key. 3. Approach philanthropy in a new way. I believe most donors who have been loyal to a nonprofit will continue to support that organization. The dollars they are able to contribute may be less, or less frequent, but collectively will still go a long way in keeping the nonprofit afloat. The “every single dollar counts and is appreciated” message is critical. So is messaging about how exactly the organization is utilizing donations at this time – more to the mission! Be transparent and truthful. I believe people who give right now want to help right now. In some cases, it may make sense to focus on short-term needs as you are connecting with existing and prospective donors. Bring your stories to life and make them relevant to donors. 4. Meet in a new way. Now may not be the ideal time to take a prospective donor out for lunch (although with restaurants now offering limited capacity service, technically you could). This doesn’t mean you cannot meet and connect face-to-face. Propose a Zoom call. Connect on Google Meets, or use another virtual video application – heck, even FaceTime live in one-on-one settings. Stress that you’re proposing to “meet” this way out of an abundance of precaution, and propose up front that lunch be scheduled a bit further down the road as gradual reopening continues and there is less risk associated with venturing out and about. Utilize technology, it is your friend. Candidly, you could have four meaningful donor conversations in a span of two hours now vs. one meaningful conversation if you account for the time it takes to commute, have lunch, etc. 5. Prioritize in a new way. Analyze the strategic plan you had in place at the start of 2020. What still applies? What needs to move up on the priority list? What can you move down on that same list? What is completely out the window? What needs to be added? Take some time to think about your organizational strategy and economic position, realistically. COVID-19 has changed everything. Take a deep breath and embrace that your priorities must change with it. Re-plan, reset and go – those you serve are depending on you! Over the years, Fallston Group has worked with and supported a large number of nonprofits so we know and understand how these organizations function and that the passion that exists within is typically tremendous. We wish them well, and are here to support them – in new ways.
Resources and Reasoning to Guide the Process of Reopening
Slowly but surely, businesses are beginning to reopen. Just about everyone is operating with new procedures, guidelines, and pressures. Understandably, business owners are more than eager to get the ball rolling; to open their doors, re-engage with customers and clients, and gradually recover from the impact of COVID-19 on their livelihoods. Candidly, their future depends on how well they execute their reopen strategies and earn the trust of customers. The U.S. Chamber of Commerce has released a series of resources that may be helpful as you reopen and make the modifications required to not only comply with guidelines from your State’s leaders, but also ensure a safe environment for your team, and your customers and clients to get back to business. They have published a “Guide to Reopening Your Business” and a “Coronavirus Guide for Small Businesses” – both downloadable – along with a wide variety of State and sector-specific tools to help you along the way as questions arise and new challenges present. I encourage you to leverage them and use them to your advantage by clicking here. Additionally, I believe it is important for every business owner and manager to remember that compassion and empathy are going to be critically important in the coming weeks and months. The pressure is on for you as the business owner or manager, but you are not alone. The pressure is on your team members who need their jobs, and who are committed to your company. Many people’s lives have been flipped upside down since March. Emotions will be running high, and I expect they will run the full gamut – from excitement and positivity to apprehension, sadness, and maybe even fear. Be patient. Be kind. Be understanding. Be flexible, as much as you can. Keep the communication lines open, and remind everyone on your team that alignment works both ways. As you commit to being transparent and keeping your folks informed, ask the same in return. Make sure your team knows you want to hear from them, are there to field and answer their questions, and will provide unwavering support as you set a new rhythm and adjust to new norms, together. Lastly, and this might be the toughest recommendation of all … try to have some fun. Everyone can use a little lighthearted humor in their lives right now. Embrace the changes, recognize the people standing around you are your strongest supporters, and demonstrate your gratitude. No one is implying that what is ahead will not be stressful; it will. But try to find some ways to layer some laughter in the mix, too. We can all use a good dose of that these days!
The Power of Storytelling
Anyone who knows me well has probably heard me say this, more than once: “If you don’t tell your story, someone else will. And, when someone else tells your story, it certainly won’t be the story you want told.” More times than not, when others bring your story to the surface, it’s not told the right way. Information might be missing, or inaccurate. The most important points might be left out. You lose control, per say. Don’t want that to happen? Step up and tell the story in your own words, first. Only you have the ability to get people to think, feel and act differently – with you as the storytelling guide. During the past decade, Fallston Group has helped our clients tell stories of all sizes, scopes and depths. Stories are powerful. Some are told proactively; others are told reactively. They can spark emotion. They can educate. They can inspire and motivate. They define who you are, what your purpose is, and the benefits you offer to others, from both inside and outside perspectives. Simply put, they are worth telling, every day. Without a doubt, COVID-19 has presented plenty of new challenges, for just about every person I know. But along with obstacles, the crisis has presented opportunities for business owners to tell new stories, or everyday-kind-of-stories, in a different-kind-of way. Here are some favorite examples I’ve come across recently: Uber Eats waived their delivery fees, making it more affordable for people to utilize their services. The story demonstrates how this company made adjustments to meet the needs of its customers and attract new ones, too. Distilleries started using their supplies to make and sell hand sanitizer rather than spirits. The story demonstrates how these companies embraced creativity, and launched a new product to “stay alive” during the crisis while also meeting market demands. Dunkin Donuts offered free donuts on Fridays throughout the month of April for their DD Perks members. The story showcased a nice gesture for Dunkin’s repeat customers while also subtly encouraging others in the community to join their loyalty program. The Cincinnati Zoo and Botanical Garden has been offering daily Facebook LIVE events for weeks on end. Their story focuses on how they are giving people a chance to see what their animals are up to at a time when the Zoo is closed, while also offering valuable educational opportunities for thousands of kids across the country who are being homeschooled. Grateful families have responded to this story by participating the Zoo’s fundraising efforts to support upkeep of facilities and ongoing care for the animals who live there. Zappos.com, known for its superior approach to customer service, has positioned itself as a resource for answers on literally anything people need help with during this pandemic. You can contact them to ask for guidance on things like who in your area is offering online grocery services, or what is new on Netflix. The story here is that Zappos cares about its customers, even at times when sales are not the priority. Nursing homes have identified ways to keep their residents active and engaged, while still maintain social distancing. They’ve implemented their own version of “Hungry Hippos” using broom sticks, laundry baskets, and dozens of plastic balls. The real message here is these vulnerable facilities are thinking creatively to create fun opportunities for their residents, which has been especially important at a time when visitors have not been permitted to come in. It’s a feel-good story, that also demonstrates a clear level of care and compassion that is sought after in this industry. As the world slowly but surely begins to re-open, consider how these examples can inspire new story sharing opportunities for YOUR business. How has the COVID-19 pandemic impacted your business and what unique adjustments have you been? How has your team shown courage and resiliency? How have you given back to your customers or your community, or how will you in the future? What valuable lessons have you learned, and how will you apply that knowledge to your business model, as you move forward? The storytelling options are literally endless right now, and I encourage you to seize the opportunity. Need help determining a set of stories your business can create and share in the coming weeks? Reach out to Fallston Group. We’d love to help you think strategically about the messages you can share with your audiences, how to best share them, and what appropriate call-to-actions can be. Telling stories is one of the things I think our firm does best, and we’re here to support you.
Be Mindful of Rumors and Misinformation During Times of Crisis
New information about COVID-19 is literally dispersed around the clock, filling our newsfeeds with facts and stats, opinions, recaps and projections, photos and graphics, and even a few memes to ground us and give us a laugh here and there. As expected, there is a lot of misinformation floating around out there, too; rumors and hearsay that lead to days if not weeks of news coverage, spark public debates and generate more shares on Facebook than can be counted, despite the fact that they may be unwarranted. Among the ones I have heard most recently: Kids are immune. If I’m young and healthy, I don’t have to worry as much about contracting the virus. I don’t need to wear a mask because I am not sick. Using a mask and gloves is making people sicker. If I test positive for the virus, I don’t have to worry about getting it again. The flu shot increased my chances for getting COVID-19. When I got the flu shot, I was injected with a coronavirus. This will all go away once the weather is warm. Ingested/injected beach and disinfectants can kill the virus. A mixture of saline, garlic and sesame oil can prevent COVID-19. Hospitals get more money from the government if they treat a lot of COVID-19 patients. The number of deaths being reported is being deliberately falsified. And, the list goes on … The volume of rumors and misinformation surrounding this global health pandemic is so significant that the Centers for Disease Control and Prevention (CDC) has even added a page to its website with the headline “Stop the Spread of Rumors.” It provides five sound and solid facts in response to some of the most common rumors circulating. Click here to access it. Along with the CDC’s guidance, I would like to offer five recommendations of my own, with a goal to help you navigate and process the information overload you are likely experiencing. Separate facts from potential facts. Don’t interpret everything you hear to be research or evidence-based. Know that sometimes an idea that is being considered or contemplated, or an opinion that is rallying a great deal of discussion ends up being reported as fact or even breaking news. Be selective in who you identify as your trusted sources of information and try to avoid being consumed by the countless topics being discussed under the premise of “possible, maybe and potential.” Use social media cautiously. As you scroll through your newsfeeds, you will be able to gather a sense of what the court of public opinion is on many, many issues. Although valuable news can be found and shared on these platforms, in some cases, opinion is presented as fact. Tread cautiously as you take in information and especially as you share information on your social media pages. Expect misinformation and rumors. When an issue consumes our lives and changes the world as we know it, misinformation and rumors will absolutely be in the mix. What we are seeing in the mist of COVID-19 is just one example of that. Knowing this and accepting this will impact how you consume, process and act on information. Know that opinions vary. At all times, but especially during times of crisis, it is important to recognize that the court of public opinion weighs heavily on our perceptions, our reactions and how we decipher fact from fiction. Opinions are literally all over the board. Keep this in mind as you digest and internalize what you see and hear. Again, trust your source and understand their sources of truth. Make decisions based on what is right for you. We all have a lot of decisions to make as we attempt to transition our lives back to some level of normalcy. If you hear something reported that is especially concerning, or that has the potential to impact you greatly and you need to know more, practice due diligence. Tap into those trusted sources for information and do some digging to find more information so that you can make decisions based on fact, rather than opinion, and focused on what is right for you.
Understanding New Norms as We Re-Open
For the past few months, “when will things go back to normal” has been the number one, most top-of-mind question, for just about every person I know. A long line of considerations come into play regarding when we will re-open our businesses, our community, our states, and our world. That’s where the work of our elected officials comes into the spotlight. I believe nearly all are doing their best to weigh the pros and cons, the benefits and the risks, as they make these critically important decisions that impact every one of us. And while the question of “when” is the one we want answered quickly, right behind it is the question of “how.” How will we gradually re-open, in a way that is safe, and doesn’t elevate our risk for exposure to COVID-19? Obviously, our elected officials will also be providing guidance on how to re-open. In-line with that direction, I encourage every business owner to take a step back to consider the new norms we will be living with as the world begins to reopen. It’s about more than just understanding them; it is about a willingness to embrace them as we attempt to resume “business as usual,” one day at a time. Inc. recently published an insightful article, offering some strategies for safe opening. Click here to read it. In addition to the recommendations made by Inc. to maximize staff safety, I’ve heard some commentary about “the classic business handshake” and the very real possibility that many people will forgo the gesture, for the sake of public safety, as we move forward. It makes sense, but will certainly change the tone of our encounters as we meet and greet colleagues, and network. From a business development standpoint, we need to come to terms with the fact that people will make decisions very differently moving forward about how, when, where, and why to make purchases or subscribe to services that they once considered essential. Yesterday, CNN reported that 20.5 million Americans lost their jobs in the month of April alone; the steepest plunge in national payroll status since the Great Depression. In tandem, the United States Bureau of Labor Statistics released data about the current unemployment rate, now standing at a record-setting 14.7 percent. Clearly, budgets – both personal and corporate – have been thrown for a loop. Needs have changed. Priorities will be different. These factors will impact every business, of every size, in the months and perhaps even the years to come. And they need to be accounted for as you are thinking about how your business can re-open efficiently and recover positively from COVID-19. The changes that lie ahead will not be entirely evident until we make the shift and the gradual process of re-opening is in full swing. Yes, we will all be adjusting to new norms. It will be important to be patient and kind, flexible and resilient, in both our personal and business encounters. Perhaps this is when we will all acknowledge that our need to remain distant over the past several months has actually brought us all closer together, than ever before.
Press the Pause Button, Now
The impact of COVID-19 on businesses of all sizes is substantial. It’s safe to say that no one is operating on May 1, 2020 the same way they were operating just four months ago. Some have closed-up shop, temporarily. Others are still operational but in a slightly or significant downsized capacity. And then there are those whose core products and services naturally meet a need during this health crisis. Presumably, they are busier than ever before. That said, even they are thinking about what a post COVID-19 marketplace looks like. A few weeks ago, an insightful article was published by Gallup, a global analytics and advice firm that focuses on organization problem solving, emphasizing just how important it is to “remember the needs of followers during COVID-19.” It stated that humans experience life about 30 percent rationally and 70 percent emotionally, which tells us a lot about what people truly need from their leaders, in this moment. In fact, it inspired today’s blog post. Regardless of where your business stands on the spectrum of COVID-19 impact, there is value in pressing the pause button, and the time to do it is now. Schedule a conference call or Zoom meeting with your entire team, or with a series of small groups or individuals, with the only agenda items being “how are we doing, as a company,” and “how are you doing, as a member of our team, that I genuinely care about?” In other words, what are we doing well and what do we need to do a little bit better? Leave your ego at the door because this is a real growth opportunity, for everyone. Last week, I pursued this exercise myself. I am supporting a very large team of healthcare system marketing and communications executives as they work through countless operational issues related to COVID-19, and the continuation of patient care and services as the current crisis evolves. The team joins on conference calls daily, and we go around the horn, giving each person on the line a chance to report updates, pose questions and resource issues to the team. It’s efficient and useful, but I decided to press the pause button. Instead of focusing on our normal operational updates, we shifted gears, and instead focused on what we are doing, what is working, what is not, what we are “missing,” and how everyone on the line can better support one another. It was clear that the floor was open for a very open, transparent dialogue, and that everyone could feel safe being 100 percent honest. And the truth is, they were safe. We heard a lot of good things. We heard some bad things. We learned a lot about each other and about the opportunities this team has to truly shine during this crisis. We clarified what to continue, status quo, and we also identified a handful of things to change, for the good of all. But most importantly, weaved into it all was a sense of mutual understanding, connection, and appreciation. There was an overall sense of “let’s keep going; we’ve got this!” It was powerful and uplifting. When the call ended, I was confident that hitting the pause button was in fact, an extremely valuable use of time. If embraced in the proper spirit and mindset, the mirror can be your most valuable resource. I share this example because I think even the best leaders can get so caught up in the daily grind that they oversee the fact that what their people might need the most is a meaningful pause; a conversation that reminds them that the person at the helm truly cares about them and values their perspective, that they have support, and that they are not alone, no matter how long and hard each day feels. No one knows for sure how long COVID-19 will be part of our lives. We are all looking forward to the day when we can get back to normalcy. But until that day comes, I believe that setting some time aside for a few healthy “pauses” will go a long way as your business manages the crisis, and then eventually transitions into recovery, then prosperity mode. Go ahead. Press pause. You’ll be glad you did.
