We are all tired, aren't we? The fourth wave is wearing on our nerves, as we had already felt we were returning to normality. Now it’s back to working from home. But what is "normal" in these confusing times?
In the coming weeks, we at #KopfherzHand will explore how we, as leaders and employees in our organisations, can cope with the impacts of the #Corona crisis. We believe that #leaders in companies should now be asking themselves important strategic questions:
1. Do we want to view the Corona crisis as fate or opportunity?
The Corona crisis is a collective experience, even though individual fates and experiences can vary greatly depending on the country or region we live in, whether we have school-aged children, and what our professions are. This collective crisis experience unites us and has plunged us all into an "exceptional situation." After around two years of this "exception," the question arises of how we want to categorise the experience. Is this truly an exception, or has the exception become the new rule, regardless of its name?
Do we have influence over the situation, or are we powerless? We see opportunities for both leaders and employees to influence and shape the situation sustainably.
2. What does normality with Corona look like?
The Corona crisis has changed "beliefs" in an astonishingly short time, in ways we couldn’t have imagined for the next 20 years. "We can't resolve this over the phone; we need to meet in person." "Video conferences are only for the C-level; we don't have the technical capabilities." "Remote work doesn't work." These are just a few examples.
We have all experienced that it does work and sometimes even better. In light of these experiences, what does the new normal look like? Just like before? We see a great opportunity in the Corona crisis to develop a self-determined "digital culture" from a forced "digitalisation." We should re-evaluate our beliefs and ask ourselves how we can develop if we dare to fully utilise the existing technological potential culturally. However, this does not happen by itself.
3. What spaces do we offer leaders and employees to share and utilise the different experiences of the past two years?
In conversations with our clients, we repeatedly hear that there are very different "styles" in dealing with Corona rules even within a single department, depending on the leader. Some are very results-oriented, "I don't care how and where you do it..." others insist on regular online meetings, and still others have even tried digital team-building measures. Whatever the practice was or still is, it is time for a systematic evaluation from the perspectives of all stakeholders.
To preface: In our experience, there is no "standard solution." Depending on company culture, employee composition, team internationality, etc., different perceptions and preferences will emerge. Nonetheless, it is crucial to move from an "externally determined" and "accidental" pattern to a "self-determined" and "intended" pattern, giving employees, teams, and organisations the opportunity to consciously develop and practice solutions that suit them.
4. How can we specifically develop competencies for digital leadership and digital team-building across all levels of the company?
The Corona crisis has ruthlessly exposed the state of our "digital competencies." This includes not only technical skills but also social skills. How we use and are able to use digital channels is no longer a private matter. Especially for leaders who are not "digital natives," there is the challenge that their leadership experience cannot simply be transferred to the "digital." This is a different world with different possibilities and restrictions.
"When we used to meet by chance during the coffee break, I could always find out how things were going." Creating these random encounters less naturally is challenging. On the other hand, some organisations have found that digital media actually facilitate random encounters. "Our C-level invites everyone to a 'chat' once a month that anyone can join." Another challenge is the "return from remote work." Many employees have grown to like it and no longer want to come to the office five days a week.
For various reasons, digital leadership and digital team-building will be indispensable in the leadership routines of many companies. Learning the skills for this is not only a personal and professional gain; it could enrich the leadership and corporate culture. In many companies, it could also contribute to the much-discussed "digitalisation," which often fails due to cultural hurdles.
5. How can we better prepare for the next crisis?
Even if we might have the worst of Corona behind us, after one crisis comes another, and in times of VUCA, it might take just a normal dose of chaos to make the comfort zone a distant memory. Resilience is the new buzzword in this context.
While we do not believe in magic, we do believe in an attitude and competencies that make it easier to cope with stress. Whether the reason is Corona, VUCA, or one's own boss, resilience helps employees, teams, and organisations better handle the next exceptional situation. It is not just one measure but a combination of the measures discussed here that will help us. One thing is certain: the next crisis will come.
We invite you to share your experiences with us.
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