Have you noticed how business news feeds these days are dominated not only by the latest pandemic developments but by remote working optimisation narrative? From hints and tips on video calling and online collaboration to free courses, webinars and masterclasses on topics like resilience, productivity and wellbeing; organisations are leaning in, turning out and coming up with positive contributions for their communities.
Whilst this wave of positivity and compassion is one of the good things to emerge from this difficult time, it does seem that organisations globally have only one narrative thread: COVID-19, and how to survive the changes the crisis has forced upon us. And as we move further out of lockdown, it?s time to start bringing attention back to the future and reviving devastated global economy.
In the last three months, corporate communications have generally focused - sensitively and sensibly - on safety and survival. It's all been about 'how'. But as we move forwards, we will all need to re-connect with purpose and re-find our 'why'.
For some businesses, the company vision has become crystal clear in lockdown. Take the NHS or manufacturers of safety equipment as obvious examples. Their purpose and role in caring for people and keeping them safe were never in any doubt and the pandemic has urgently reinforced organisational values.
Others, like supermarkets and online retailers, have seen corporate purpose take on new meaning, precipitating unprecedented growth in terms of people and revenues. They have become unexpected lifelines to an isolated population. And, with purpose clearly in their sights, their communications and engagement - with all audiences - have been exemplary.
Then there are those who have had to pivot to survive and, in so doing, have discovered new imperatives and opportunities. A new 'why' has come into being - one that will hopefully endure beyond the crisis horizon. The New York pizza slice company that discovered its ovens could get hot enough to make PPE could emerge from this with not one but two businesses. The cosmetics companies that were able to produce hand sanitiser may continue with new product lines. The tobacco company that is pioneering research into a vaccine may enjoy a new health-focused status.
Despite the positive examples of invigorated vision, for most organisations purpose has ceded place to immediate and urgent priorities such as ensuring the safety and wellbeing of their people, establishing effective homeworking technologies and routines, and keeping everyone informed of the latest news as it applies to them. The pandemic might have accelerated digital transformation worldwide, but it has also distracted and distanced many organisations from their intended vision and purpose.
Without vision, we're all busy fools. Maybe it was there before, but now it's lost. Maybe it wasn't clear before, and now it is. Either way, in the heat of battle, it's easy to lose sight of your direction of travel. Now, as we slowly emerge from lockdown, is time to revisit and remind ourselves why our organisations exist. And to rebuild the economy.
Knowing why we're all doing what we do is motivating. Following a north star generates and augments individual contributions to corporate value. Sharing the same beliefs is more likely to engage people way beyond money or status. According to my favourite optimist, Simon Sinek, people don't buy what you do, they buy why you do it. Especially when it comes to attracting, retaining and motivating employees. If you take care of why, the how and the what will take care of themselves. And customers will buy that too.
The single biggest promoter of your purpose, values and culture is behaviour. No promotional video, live event or digital campaign will come anywhere close to authentically demonstrating what your vision looks like in action than simply living it. So, start with leadership team behaviours. Leaders should be role models for the culture you want to create, and the way they behave should be visible. Talk about why not what. Focus on beliefs, not features and processes. If you're clear on your direction, people will work out for themselves how to get the organisation there.
As Benjamin Franklin famously put it, "Tell me and I forget. Teach me and I remember. Involve me and I learn." When it comes to engaging internal stakeholders, direct maximum effort towards the innovators and early adopters in the organisation. You'll know who they are: they are the ones who take the front seat at townhalls and employee events, who are the first to volunteer for anything new, and who come up with all the best ideas and suggestions. Engage your innovative, future-focused first 16% and let their advocacy generate the momentum that will spread the vision to the rest of the organisation.
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