Lesson one.
The COVID pandemic has taught commerce many salutary lessons.
Philosophies, practices, structures and policies have all been reviewed, refined and above all, questioned.
The inherent rationalisations and justifications contained in the statement; we have always done it this way, carry no charter and little credence.
FIRST STEPS FIRST
Enforced social distancing and WFH (Working From Home) have necessitated business owners and leaders to embrace and implement delegated authority, trust and enhanced multi-channel communications. Interestingly, some subordinates felt exposed and vulnerable.
Centralised decision-making and micro-managing have rapidly, if not instantly, become obsolete, to the shock of many.
The measures and monitoring of efficiency, productivity, accountability and transparency are difficult and subjective in such isolated circumstances.
Regular and periodic on-time Zoom meetings have produced their own by-product, Zoom fatigue.
Unexpected and unintended consequences have gone viral. Mandatory participation has ensured individuals have connected. Engagement is quite another thing. Follow-up and follow-through have been in many instances forlorn hopes.
All long-standing rules seem to be up for negotiation. By necessity, corporate values are being finessed.
CONSEQUENCES
Career-paths appear to now have short horizons. Navigating such is difficult – finding “true north” on life compasses is challenging.
Achieving and sustaining a power-balance is difficult to measure and qualify. The very art and practice of collective bargaining group negotiations are impacting the roles, images and perceived worth of professional associations and unions.
That alone has put a question-mark over, or intense scrutiny on the innate value, worth and future roles of such entities. Memberships have fallen in countless cases, and renewals are difficult to secure.
Commerce, as known and experienced before January 2020 at the time of the pandemic onset – has not been destroyed. However, in varying degrees, it has been de-constructed. The essential parts, expertise and experiences and, yes, intellectual property, remain.
Reconstruction is underway. Barriers, impediments and filters have been marginalised, or eliminated.
“New-world” is a somewhat trite but accurate label.
Jim Collins’s contention that Good is the biggest enemy of Great has become to some extent redundant. In this new world nothing should be holding one back. Figuratively speaking, the arrival of COVID-19 paralleled “The Big Bang”. Accordingly, there is no past, in a literal sense.
Original thought is omnipotent – for those who dare to think big.
That which was until recently thought to be impossible is now possible. The allocation of sufficient funds, resources and cerebral energy are imperative – but not necessarily stiflingly expensive.
Success (or the degree of success enjoyed) will be influenced, if not determined by time and timing. However, in these “unprecedented times”, control is difficult to acquire, exercise and maintain.
Therefore, goals, objectives and outcomes will need to have some flexibility and tolerance. Being philosophical may be more relevant than being type A – bad news for work-a-holics.
TOUCH DOWN
Tom Brady, the 42-year-old quarter-back for the Tampa Bay Buccaneers NFL football team in the USA is a refreshing case study which highlights that chronological age accounts for little.
He now has seven Super Bowl rings, as evidence of his ongoing and recurring success. But he’s not finished yet. He intends playing next season. After all, he does have eight fingers – suggesting unfinished business.
He brings to the table experiences, expertise, discipline, commitment, passion and self-belief. Tom thinks big and has been rewarded for it.
Nineteen years of top flight is generational, ask any actuary. Repetitive? No way. Malleability ensures durability, sustainability and resonance, which collectively creates an aura of leadership.
Clearly, he looks through and beyond goal-lines.
THINK, ACT BIG
Incremental change counts, and accounts for little in the current volatile marketplace.
Risk tolerance is not mitigated with an attitude of “more of the same”. Competitive advantage is difficult to maintain, or attain, in such circumstances.
Break-free. Be bold, daring and different is an appealing and seemingly, an appropriate mantra.
Think, talk and act big – then deliver such promises, hopes and aspirations.
Guilt-free errors, mistakes and underperformances will, in the main, pass rapidly. It’s an exciting set of learning experiences, which is energising, exciting, fulfilling, rewarding and motivational.
Imagine. Accelerated growth, performance and satisfaction – edict-free organic innovation, creativity and possibly, a little disruption. The latter is qualified because precedents and established practices, perceptions and perspectives are not constraining considerations.
In the purest sense, delegate, trust, support, recognise, celebrate and reward ... because,
We are all in this together.
Barry Urquhart
Cultural Change Consultant
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au