There is always opportunity in crisis. This maxim seems mostly right, and often absolutely right, after the fact. During the crisis you are in a coping and reactive mode, as changes and new information bombard you. Today, dealing with Covid-19, is no exception—except perhaps it is. While it seems impossible to think ahead when new blazes start up every minute and you haven’t even been able to tackle the root cause of the fire, perhaps there are some small steps you can take.

So many organizations have been publicizing guidelines for how they will work with us during the coronavirus; what we should do and what they, as organizations, are doing to ensure our safety and well-being. Here at SmarterWisdom Consulting we have been discussing what we can share about our thinking with you on this important topic that might be useful.

First some observations: One big theme that we noticed: What does time mean in this new era? Have you noticed that video calls seem to take place all day, every day, sometimes with hardly a break? We noticed that both work colleagues and personal friends all want to chat at 5 PM—what’s that about? And calls are starting at 6, 7 or 8 AM—and some of you are on the 5, 6 and 7 PM calls as well. Are there any rules anymore? Of course, we already have experienced these kinds of days if we work Stateside and have offices in China or Vietnam or Europe. But now it seems that any time is OK.

We could go on about many other ways in which the rules have changed, and there seem to be no clear baselines for how to do work, no safe bets anyway. The big way in which the rules have changed, however, seems to be the endless phone calls or video-conferencing, often squeezed into a half hour or 45 -minute slot. Often there are no check-ins, no social banter; it’s all business and most of it is transactional and speedy, rather than constructive or reflecting for the future. SmarterWisdom would argue that operating in this “all business” manner will erode collegiality and a sense of work community over time. So while it appears more efficient short term, in the long term it may minimize loyalty and a sense of team to your operation. 

And now. What if you looked at these group meetings as an opportunity to build for the future? As a leader, consider the members of your senior team. Who enjoys and is good at thinking about the future, about best practice? Is there someone who relishes improving processes and interactions? What if you delegated two of your team members to take on these roles? This would be a way of capitalizing on this time of change, when there seem to be fewer clear rules and guidelines, and perhaps allows you to create something productive and innovative for the future. Look to create a team that uses effective processes, a team with an action plan for the future that will improve your business.

Think forward—or make sure someone on your team is. Schedule a call one-on-one with each of these team members periodically and see what they are seeing and thinking. Try to make time to bring any process recommendations back to the team. For ideas about future business approaches perhaps form a small group to work on this, both to understand the disruptive technologies that are appearing by necessity during the current time, and also ones that you may already be using.

When and however you can, get out of the weeds or appoint someone to do that for you. While it is easy (and important) to stay focussed on what is immediately in front of you, smart practice and inner wisdom tell you to keep an eye on what’s out front.

ADDITIONAL BLOGS THAT COULD BE OF INTEREST