Winter is coming

The great spring scare has passed, and it seems that during the summer we have relaxed in our anti-pandemic measures, while we have given ourselves some time, hoping that this bad dream will pass as soon as possible. But as it is said in Game of Thrones, Winter is Coming, my friend.

We are facing a crisis that will have deep consequences in our society and in all economic sectors. Those who adapt, transform, and manage to survive will emerge stronger.

I recently read an article by Gustavo Entrala on LinkedIn, in which he compiled a series of points discussed in a Tweeter thread that I found very interesting.

The text is in Spanish (obviously) so I have decided to translate it into English to share it with my coworkers and my international LinkedIn contacts, with Gustavo’s permission, of course.

The recommendations that he collects in his article are the following:

1. Eliminate the feeling of provisionally: this pandemic has a time horizon from 2 to 5 years.

This is what History, the World Health Organization, and our common sense says.

Will there be a vaccine? It is probable. But the first version, according to what Bill Gates says, will only be effective in 50% of the cases.  Several viable vaccines will have to be launched.  And then there is the question of making all units that are needed and distributing them to the population. For this reason, the most optimistic scenarios estimate that the vaccines will have been distributed in our countries by the end of 2021.

2. Prepare for the worst possible scenario. In such a way that reality exceeds expectations.

It is required we all prepare in detail three future scenarios: one optimistic-realistic (conditions will be somewhat better than expected), another neutral (conditions are as expected) and a third pessimistic (The worst conditions imaginable are going to happen).

I insist on articulating very detailed operational plans of what should be done in the third of the scenarios. In this way, the leadership goes ahead and loses its fear of anticipating the worst scenario. And as the signs to pay attention to are presented, motivation will increase.

If this seems exaggerated, think about what would have happened if governments had applied this way of proceeding in January. Okay?

3. Share more information than ever. Letting yourself ask uncomfortable questions so that people know that you are on their side, just as vulnerable.

One of the fruits of the situation we are experiencing, most commented on management circles, is the generosity of people reacting during confinement.  The engine of this generosity is perceived vulnerability, both personally and in society. Well, the way to continue activating that energy is by showing yourself who you are, opening yourself up to being asked what you don't know, opening the organization wide.

4. Have an eye on the new needs and demands posed by society in the COVID world, to break down the barriers of the context and the way in which the products and services of the organization were previously presented.

Airbnb is doing it. Can't go to dinner at a Michelin-starred restaurant? I'll take it home for you to cook with you. The Spanish startup Take-a-Chef is doing it, which brings home the experience of eating in well-known restaurants in large cities. That people don't want to go to the cinema? Well, we released Mulan (Disney) at a rate of $ 30 per household.

5. Thinking that we are all learning something new that is going to change the organization, the market and work. We are a team that is learning and optimizing what it learns. We must ask ourselves  every day: what are we learning?

Microsoft is learning, for example, that productivity has increased during the pandemic, and that a hybrid work model is emerging.  A curious learning: we are more punctual when we meet by videoconference.  The traffic excuse no longer works.

6. The organization must learn to work better remotely. It is not enough to use Zoom. Collaboration systems and tools must be implemented that optimize results to save people’s time. Now is the time to accelerate productivity.

Collaborating is not increasing the email threads that make it so difficult to know what the latest information received or what decision has been made. Collaborating is using tools like Notion so that the information is in one place. And like that there are many others. It won't be long before mail and file traffic seem like a thing of the past.

7. Keep all the events that were planned, adapting them to the context. The elimination of everything that was programmed generates demoralization and breaks the rhythm of the teams.

The Mobile World Congress was suspended but Apple did one of the best events in its history without anyone traveling to San Francisco. Business Week Bloomberg has kept its events business alive, with more attendees than before the pandemic. Of course, the challenge is how we manage to network without seeing each other.

8. Two leadership levers: the immediate response to what is happening and the adaptation plan to the post-covid world. Be careful with dedicating yourself only to the first one.

Hopefully this crisis serves to change the pre-covid leadership culture, which has kept us so attached to the quarterly results. Short-termism is one of the great culprits of the situation we are in.

9. Recognize the contribution of the people who is making an effort every day to sustain the world in this context. It is time to make the corporate purpose real.

Do not be afraid to repeat again and again the good that is done by companies. It’s a lot.

10. The organization is going to transform during this stage. That will generate tensions. It requires firmness, clarity and a lot of love.

Winter is coming, my friend ... get ready and take care.