Transformation used to be something that companies did only in extraordinary circumstances. In a world of rapid technological change, global convergence, increasing external scrutiny and competition for top talent as well as a prevailing global pandemic, all management is now change management.
A lot of companies have been forced to let their staff work from home as Covid-19 safety concerns affected the office environment. The digital world is benefiting from a surge in demand for tools to enable remote work, while business travel came to a complete standstill. People as well as companies adapted to the “new normal” much better than expected. This shows that particularly in times of high pressure, organizations can become innovative and flexible. But much more, it shows us all that we are able to adapt to changes much better than we ever imagined.
We have not yet fully grasped the complexity of this tectonic shift and its impact on the future. However, one definite is that we will not return to the status quo. Organizations and their employees will need to adapt to the “new normal” whether we want to or not. And leaders are the ones who must have the courage to go first and open the path for others to follow.
In Europe, only 7% of the work force was working from home before the global pandemic. A new survey shows that today, 70% of Europeans employees are working from home. This dynamic is being seen in the United States and other developed countries as well.
Corporations are now considering not returning to the former practice of co-locating its employees in offices. Leaders got a good taste of it during the last 2 months and realize that remote working is doable, often without experiencing any adverse impact on customer service, efficiency and productivity. Big improvements to the P&L statement are now possible through reductions in office space and infrastructure needed.
How should managers lead when the home office becomes the new standard business model? One of the important aspects is to build and maintain a vital, strong and trusting company culture in a virtual environment. These questions are new for leaders and will not only require a new set of skills and talents, but also a new way of leadership. The company culture has been and will always be an essential ingredient for success, and even more so in the post Covid-19 era. The company culture is a hidden driving force in every company—it is the glue which enables virtual teams to work together and is essential to transmitting the corporate strategy, as well as support its structure.
A lot of companies have been forced to let their staff work from home as Covid-19 safety concerns affected the office environment. The digital world is benefiting from a surge in demand for tools to enable remote work, while business travel came to a complete standstill. People as well as companies adapted to the “new normal” much better than expected. This shows that particularly in times of high pressure, organizations can become innovative and flexible. But much more, it shows us all that we are able to adapt to changes much better than we ever imagined.
We have not yet fully grasped the complexity of this tectonic shift and its impact on the future. However, one definite is that we will not return to the status quo. Organizations and their employees will need to adapt to the “new normal” whether we want to or not. And leaders are the ones who must have the courage to go first and open the path for others to follow.
In Europe, only 7% of the work force was working from home before the global pandemic. A new survey shows that today, 70% of Europeans employees are working from home. This dynamic is being seen in the United States and other developed countries as well.
Corporations are now considering not returning to the former practice of co-locating its employees in offices. Leaders got a good taste of it during the last 2 months and realize that remote working is doable, often without experiencing any adverse impact on customer service, efficiency and productivity. Big improvements to the P&L statement are now possible through reductions in office space and infrastructure needed.
How should managers lead when the home office becomes the new standard business model? One of the important aspects is to build and maintain a vital, strong and trusting company culture in a virtual environment. These questions are new for leaders and will not only require a new set of skills and talents, but also a new way of leadership. The company culture has been and will always be an essential ingredient for success, and even more so in the post Covid-19 era. The company culture is a hidden driving force in every company—it is the glue which enables virtual teams to work together and is essential to transmitting the corporate strategy, as well as support its structure.
Nevertheless, there are risks associated with such change, and this “home office” way of collaborating within an organization will only succeed if efficiency and positive results are sustained in the long term.
In the end, it depends (as always) on successful leadership. I would like to offer a few thoughts and reminders on what is now critical and essential to do and implement in your daily routine as a leader.
· A leader must be “visible” (more than ever)
· Be close to your staff / APPROACHABLE
· Do not overlook orientation, particularly in such uncertain times
· Lead by example (your staff is looking at you right now on how you navigate through the crisis)
· Communicate more than before in digestible portions
· Show and support identification with the organization
· Inspire and transmit a vision with confidence
· Offer support AT ANY GIVEN TIME
· Tell your staff that they are not paid for the hours they sit in front of the computer but for the results they deliver.
· Generate a WE-feeling, despite the high pressure and anxiety
In the end, it depends (as always) on successful leadership. I would like to offer a few thoughts and reminders on what is now critical and essential to do and implement in your daily routine as a leader.
· A leader must be “visible” (more than ever)
· Be close to your staff / APPROACHABLE
· Do not overlook orientation, particularly in such uncertain times
· Lead by example (your staff is looking at you right now on how you navigate through the crisis)
· Communicate more than before in digestible portions
· Show and support identification with the organization
· Inspire and transmit a vision with confidence
· Offer support AT ANY GIVEN TIME
· Tell your staff that they are not paid for the hours they sit in front of the computer but for the results they deliver.
· Generate a WE-feeling, despite the high pressure and anxiety
Rene Luchsinger, is a Swiss business leader with a passion for leadership development and coaching. He started his career as a mechanical engineer, and also studied Leadership at the University of St. Gallen. He also received a master’s degree in Advanced Business Communication. He has 25 years of broad experience in leadership gained worldwide across different cultures. He has lived and worked in Australia, Brazil and the United States and managed employees in many more countries. Mr. Luchsinger has held top positions as Director and CEO as well as Board Member of various global operating companies. He resides in Switzerland and New Jersey.
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