Why communication is key in a crisis | Raconteur The coronavirus outbreak has amplified the need for organisations to provide fast, insightful and transparent communications during a crisis. Though much resilience planning has focused on enabling employees to work from home securely and productively, and ensuring businesses can operate at distance, it is communication with staff, stakeholders and customers that is truly defining those who have adapted most effectively to the pandemic. “Health concerns, job security, economic turmoil; it’s a challenging time to operate,” says Shalen Sehgal, managing director at Crises Control, a disruptor in the mass-notification market, whose mission is to democratise access to mass-notification engines. Crises Control automates and simplifies the distribution and management of thousands of messages to relevant stakeholders in a crisis. With crises having the potential for significant business impact, companies need a secure and reliable way to communicate with stakeholders at all times.
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OD12: Resources for the Crisis, Stabilization and Recovery stages|OrgDev newsletter Organizations around us are in different stages of dealing with the recent major unplanned changes: crisis, stabilization or recovery. For this week, we’ve selected one resource for each of these stages and a question that invites you to reflect about collaboration in the current context of your organization. Stay safe and keep your spirits up,Raluca & Bülent We found a comprehensive Business Continuity toolkit from the OnStrategy team, that includes: Workshop tools - for leading your team through the continuity planning process, including workshop slides, Continuity Plan Canvas with triggers and actions to protect your business and crowdsourced continuity strategiesPlanning tools - including a Cash Runway excel template and a Continuity Plan powerpoint templateAction tools - including an Action Plan excel template and an OKR Cycle planning guide We’ve included below a snapshot from the Continuity Plan template. Get the Business Continuity toolkit Watch the intro video - 5 min
That Discomfort You’re Feeling Is Grief | Harvard Business Review Executive Summary During the global pandemic, a palpable sense of collective grief has emerged. Grief expert David Kessler says that grief is actually multiple feelings that we must manage. In an interview with HBR, he explains how the classic five stages of grief (denial, anger, bargaining, sadness, acceptance) apply today, and the practical steps we can take to manage the anxiety. Those include balancing bad thoughts with good; focusing on the present; letting go of things you can’t control; and stocking up on compassion. Kessler also talks about a sixth stage of grief: meaning. We’ve made our coronavirus coverage free for all readers. Some of the HBR edit staff met virtually the other day — a screen full of faces in a scene becoming more common everywhere. If we can name it, perhaps we can manage it. Kessler shared his thoughts on why it’s important to acknowledge the grief you may be feeling, how to manage it, and how he believes we will find meaning in it. Keep trying. Yes.
It’s Time to Get Comfortable Leading in a Crisis | Accenture In June, I had the opportunity to deliver the opening virtual keynote at a Finance Executives International conference. The organization asked me to speak about navigating chaos in uncertain times. As I prepared my presentation, I realized that the leadership principles I’ve been interested in for a while now—ones that draw on the findings of psychology researchers more than management “gurus”—are more important to master than ever. In the last three months, we’ve experienced a pandemic that most of us could have never imagined. And now we’re facing the most significant period of social unrest in 60 years in response to systemic injustices. According to the mental health care provider Ginger, 70% of employees indicated that the COVID-19 pandemic is the most stressful time of their entire professional career. Traditionally, organizations expected leaders to be in command of situations, to be rational and to tell others what to do. #1 Get comfortable with ambiguity and chaos
A Lot Will Change—So Must Leadership | Boston Consulting Group Before the coronavirus struck, it was already clear that winning the ‘20s would require approaches to business fundamentally different from those of the past. Becoming a bionic company, one that unleashes the full potential of people and technology, was already becoming an imperative. The COVID-19 pandemic seems only to have accelerated the need for this transformation. In order to survive, thrive, and compete successfully, companies now have only two years (or less) to get to where they might otherwise have hoped to be in five. Of the many pressing demands on leaders, transforming their companies to adopt a new, “bionic” operating model may be the most urgent and will require them to lead in new ways. What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world? Rethink the Art of the Possible Technology creates new possibilities. Set an imaginative aspiration and bold direction. Fail fast, scale fast.
Report early release - Results Map® Guide to Change Communications | LinkedIn by Caroline Kealey How to cope with unexpected change | LaMarsh Global Guide to accepting a change – even when it is not welcome. Change can be purposeful and deliberate. In other cases, however, change can be completely unexpected. The COVID-19 outbreak is a radical and sudden change for individuals and organizations around the world. In a matter of days, normal routines (at home and work) have been completely revised and everyone is experiencing the challenge of coping with unforeseen and unwanted change. As change management consultants, we often observe the impacts of unexpected change when organizations fail to prepare the people that will be directly impacted by the change. However, that is not always possible. An unexpected factor we are all dealing with is the global COVID-19 outbreak. The process to cope with unexpected change is to accept and adopt the change. When we support groups that are impacted by a change, our goal is to determine what is needed for them to accept and adopt the change. Accepting the change isn’t permission to give up.
How Transformative CEOs Lead in a Crisis | BCG The COVID-19 pandemic has changed many aspects of business, but one thing that hasn’t changed is the urgent need for companies to transform. In fact, the crisis has underscored that need. Most organizations have already launched rapid measures in response to the situation. The challenge now is to build on these measures and develop longer-term, comprehensive initiatives to reposition the company for the future—which may feel like a permanent state of emergency. BCG’s experience with more than 750 successful transformations helped us define five traits that will enable CEOs to lead more successful transformations. A Proven Set of Measures We initially developed the five traits of transformative CEOs in 2018. Given that broad challenge, CEOs need a reliable set of measures to use when developing and implementing change. They take decisive action quickly and launch a formal transformation program. Notably, an economic downturn isn’t a reason to put off necessary changes.
Announces Results of Epic Space-Time Experiment NASA Announces Results of Epic Space-Time Experiment May 4, 2011: Einstein was right again. There is a space-time vortex around Earth, and its shape precisely matches the predictions of Einstein's theory of gravity. Researchers confirmed these points at a press conference today at NASA headquarters where they announced the long-awaited results of Gravity Probe B (GP-B). "The space-time around Earth appears to be distorted just as general relativity predicts," says Stanford University physicist Francis Everitt, principal investigator of the Gravity Probe B mission. "This is an epic result," adds Clifford Will of Washington University in St. Time and space, according to Einstein's theories of relativity, are woven together, forming a four-dimensional fabric called "space-time." If Earth were stationary, that would be the end of the story. The idea behind the experiment is simple: In practice, the experiment is tremendously difficult. Pulling off the experiment was an exceptional challenge.
ADKAR helps us unlock individual change | LinkedIn by Tim Creasey Quick-Start Guides: Actionable Insights for Today's Change Challenges | Prosci The types of changes we're seeing from COVID-19 began as a common call to address the threat to our communities and then moved toward addressing the changing needs of our organizations. As our organizations get out from under these immediate responses to the pandemic, how can we equip our people to succeed as we move forward toward our new future state? During such wildly uncertain times, no one has all the answers. But putting our virtual heads together has yielded helpful, actionable insights you can apply right now. Re-imagining Your Future State Until about six weeks ago, organizations had different change-related agendas with specific objectives they were working to achieve. To illustrate, we have organized today's change challenges into three rings: Ring 1 changes include society's immediate response to COVID-19. Ring 2 changes emerge from Ring 1 changes. Ring 3 changes emerge after we address Ring 2. Source: Prosci Webinar, Aiming ADKAR at Today's Change Challenges 1. 2. 3.
Innovation in a crisis: Why it is more critical than ever | McKinsey&Company John F. Kennedy once observed that the word “crisis” in Chinese is composed of two characters—one representing danger, the other opportunity. He may not have been entirely correct on the linguistics, but the sentiment is true enough: a crisis presents a choice. This is particularly true today. The COVID-19 pandemic has upended nearly every aspect of life, from the personal (how people live and work) to the professional (how companies interact with their customers, how customers choose and purchase products and services, how supply chains deliver them). In our recent survey of more than 200 organizations across industries, more than 90 percent of executives said they expect the fallout from COVID-19 to fundamentally change the way they do business over the next five years, with almost as many asserting that the crisis will have a lasting impact on their customers’ needs (Exhibit 1). We strive to provide individuals with disabilities equal access to our website. The case for innovation