Mid-crisis is the best time for those changes we need
ANairobi-based landscaping company in our African Management Institute (AMI) community ground to a halt when the pandemic struck. But then it found it could move into retail by selling plants, so it mapped scenarios, assessed the risks, analysed the cash flow and came up with a plan.
Now it has new clients and not only is cash flowing again, but it has a new line to the business that can continue after the pandemic is under control.
The pandemic has forced many firms to make changes. Many are desperate responses to a tragic situation; some are good and could become permanent. But will they?
As Johannesburg-based consultant Lawrence de Boer points out, “Whereas technology was seen as the enabler, in some cases clients are now realising that technology is effectively the marketplace as well.”
Some internal changes have long-term benefits too. De Boer again: “Many of my clients are re-examining their cost drivers and realise that cost management should become a priority even in ‘stable’ times.”
Many of us have found that we can work from home without losing productivity, and for many it has been rather fun to share the day with family.
Another company in Nairobi found some staff would prefer to continue working from home, while most would enjoy some days at work and some at home. So, where possible companies may save office space and reduce rent.
Some companies found to their surprise that they could build team spirit and cohesion at a distance through regular virtual check-ins and special activities to build culture. They want to maintain that.
Yet there is a natural tendency to go back to where we were when the conditions that made us change are lifted. The systems people call this “homeostasis”, a powerful pull to revert to old habits. This applies to individuals, families, companies and society. Think new-year resolutions that don’t last through January.
Further changes we maybe should make are being provided with the best opportunity in generations. On a personal level, new appreciation for quietness, family time and distant friends, or relationships damaged by the pressures of modern careers. At a company level we have noticed greater respect in how we treat each other and more understanding of family concerns.
At a global level international collaboration to tackle shared challenges — could the way the world mobilised for the Covid19 be applied to other health challenges, to eradicate poverty or save the environment? Dare we entertain these dreams?
Counsellors know the best time to help someone change a problem behaviour such as substance abuse is in the middle of the crisis it creates. Once the crisis passes, the motivation to make changes flags and old habits re-establish themselves.
This is true for the crisis the pandemic has precipitated. Now is the best time for individuals, companies and the world to identify and make the changes that will benefit humankind for generations to come.
But we know that without conscious effort we will return to what we were doing before Covid-19 burst upon us. And much of that wasn’t great. Business owners therefore need to consider how to retain the changes they want to keep.
This is best done collaboratively — change succeeds best when those who need to change their habits are consulted and contribute ideas. It requires working out who has to do what to entrench this into the company’s strategy, calendar, routine operating procedures and feedback systems.
We know how hard it is to change habits, but habits do change when we persist, with constant reminders and a reward system that supports the new habits.