Marking a difficult anniversary: One year of crisis management in a digital space.

We zoom, we skype, we meet in virtual team worlds and commuting for most of us has become walking a few meters from the breakfast table to our desk. We are living through a millennial-event: the global pandemic turned one year old. And much like the terrible two's, it seems we have further difficult months ahead - at least in Europe. With more disruption to all of our (working-) lives. Business trips, in-person meetings and handshake arrangements have largely been replaced by digital communication channels. For a variety of reasons, some people have welcomed this shift, while others have accepted it as a necessary must. 

At MagnoliaTree we delivered our first digital management and leadership workshops exactly a year and 3 weeks ago. Knowing the risks of a sudden and ill-considered switch from Office to Home Office, we felt an urgency to support our clients in this transition. For example, management studies show that after only 2 weeks of unguided working from home, team efficiency is reduced by 40%, while error rate almost doubles. And, still today this is a key pillar of our consulting support. Our article published in an Austrian magazine in the spring of 2020 remains valid to this date: This wise guide to effective leadership in uncertain times encapsulates the essence of what leaders need to keep in mind while navigating crisis situations and ambiguous phases.

MagnoliaTree offers deep and pragmatic expertise in Digital Leadership through our founder and collabarotion partners. Who have successfully consulted and guided global teams and executives through efficient and successful remote working transitions long before COVID-19. Virtual management is vital. And, way more than supporting employees to simply 'work from home'. The digital landscape acts like a magnifying glass: (Naturally) good managers remain good managers. They will intuitively know that building trust, staying connected through regular check-ins and leveraging technology to their advantage will be the glue to team performance. But the majority of managers are average at best. In a management survey, 67% of employees stated that their direct manager is their biggest source of frustration. In a virtual setting management shortcomings get amplified. As with everything, the remedy is surprisingly simple but needs be the routinely applied: It requires the correct use of communication channels, clarity in instructions, systematic information flow at all levels (strategic cascading), and set regular check-ins.

We addressed this in our article: Beware of the cliff ahead. We also posit, that we need different instruments and interventions at each hierarchical level: because the requirements for virtual leadership vary depending on the position. A team leader needs tangible management tools. A divisional manager needs to be visible, set clear expectations, and be a strategic trend-setter. The board of directors and executive team must ensure trust and consistency and strengthen communication channels.

As part of our Digital Leadership consulting, we equip all levels of management and leadership with the appropriate tools and knowledge to lead consistently, clearly, and without loss of efficiency even in the realm of remote working. A steady hand, reliable communication, and having clear insight into the problems employees face are essential.

To believe that after a few months of operation outside the usual office structures, we understand everything there is to know for successful restructuring is an act of sheer hubris that is tripping up many leaders.

The pandemic has taught us a lot. For one thing, it refutes the old wives’ tale that home office employees are lazy. On the other hand, many firms have begun to see teleworking as an enticing, cost-effective alternative to expensive office spaces. Win:Win, right? But no, it’s not. After more than a year of pandemic, many managers are still not fully aware of the risks associated with the quick, so-called switch, to home-offices. We don’t yet know the actual long-term effects of a change from in-office to home-offices. We don’t know yet whether employees will be able to continue to work productively and efficiently once the shock of the pandemic or the pandemic itself has subsided. Because one thing is certain. After a year with COVID-19, we are all pandemic-weary and many of us feel traumatized to some degree. That affects morale and productivity. Idle laissez-faire is definitely the wrong way to go. Active action and countermeasures are needed to remain on track for success.

If we can leave you with just one suggestion: Less is more. Let's remember Pareto's 20%:80% rule: for example, 20% of your customers will account for 80% of your revenue. Likewise, 20% of your activities will contribute to 80% of your success. So be selective in your choice of actions, but consistent in their implementation.

What is the one rule that will bring maximum success to your business and make everything else easier and perhaps even obsolete? Our answer: Turn on the camera in every conversation.

You think this is too basic? Less than half of our clients leverage video calls in their interactions. They mostly use chat apps or good old-fashioned audio calls. Let us conclude with our rationale for this essential, yet simple recommendation for action: If we all leveraged cameras in this way, we would strengthen trust, maintain connection and create predictability. This small shift is as feasible as it achieves maximum impact. Just do it!