Resilience In The Time Of Covid
There is no doubt that, after the past 12 months, the need to constantly adapt to changing internal and external demands has been a full-time occupation (and preoccupation) for most organizations, resulting in “resilience” being elevated to buzzword status.
I always thought of resilience as a personal trait, referring to one’s ability to address whatever situation arises with a cool head, a kind heart, and the savviness to focus on the elements that are under one’s control, while at the same time accepting those that are not.
Much has been written on the topic, and there is clearly no proverbial “silver bullet;” however, studies show resilience can be developed and the by-product of continuous effort. Throughout this past year, I have learned not only to consciously address my own resilience, but also to articulate clear strategies for my team and organization.
Here are 3 effective features I have found:
People First: It sounds cliche (and for good reason) but supporting others’ well-being and acknowledging individual needs can go a long way to drive the collective. It helps them navigate out of their immediate stress, feelings of being overwhelmed by uncertainty, and the unease of (prolonged) constant change. Some successful practices include flexible hours, addressing safe working conditions at home, attending to the needs of employees who are primary caregivers, and offering viable wellbeing guidance and support.
Prioritize Ruthlessly: Having choices is key. But often short windows to react to dynamic conditions leave little room for lengthy analysis and discussions. Regardless of the size of one’s organization, going through scenario planning and pre-establishing principles for decision-making will save precious time and resources for all employees. Ways to make this work include oversimplifying cause-and-effects for several situations, formalizing on paper different agreements and priorities, continuing to plan for disruption, and repeatedly clarifying roles and responsibilities.
Formulate A Clear Strategy: Traditional approaches to business performance no longer work in sync with the more dynamic environment in which we have now found ourselves. Nevertheless, how we measure success must be very clear across teams. Purely reacting to events consumes a lot of energy and can occasionally lead to moving in the wrong direction. Rather, having a tangible vision drives alignment, allows for continuous progress, and provides a degree of comfort when facing disruption. It is crucial to be able to describe what we are looking for; draw a vivid image of what the future should look like; and be able to chart how to get there.
As related to the value chain, the expectation is now to manage disruption as if it were a natural or “normal” state. And as we move further into 2021, we need to again focus on speed, cost, and cash balances. Simplification of process and portfolio will become key enablers, with an emphasis on stronger relationships with suppliers, as well as developing alternatives sources of supply for responsiveness. We will also need to continue our digital transformation, all in an effort to guarantee the interconnectivity for end-to-end planning, visibility, and waste management. Additionally, the choice between investing in internal capabilities and outsourcing will need to be revisited, as demands and patterns shift in our new reality.
Many trends have accelerated and mutated over the past 12 months, leading to worldwide innovation, catering to consumers’ top priorities: quality, affordability, sustainability, and customer experience. As most of the world remains in the pandemic’s grip and its varied effects, keeping energy up and continuing to focus on these value-add tasks will lead to positive outcomes.