Jun 25, 2020

Three Durable Truths That May Lead to a Better Future


While the world is being turned on its side and a new normal is being created, I think we are all longing for some durable truths that can serve to guide organizations moving forward. While so much seems so different and disrupted in our world, there are some truths about crisis that seem to be pretty durable, standing the test of time. I have found much solace in the following three pearls of wisdom and I hope you will, too.

Find Opportunity
Every crisis breeds heartache, challenge, and opportunity. We know there are many uncertainties and ambiguities in this crisis. The news cycle and social media merely serves to accelerate and amplify them. However, if we can find the strategic opportunity in crisis it can strengthen our long-term relationship with our clients. That might mean being a voice of reason or safe harbor in the health crisis storm. Or, it might mean being nimble and agile with your communication portals and online learning. This is a great time to seize the opportunity to calm and assure fears in your organizational functions, communication, and agility.

Foster Trust
For over a year I have stated that trust is likely the most important asset an organization can foster equity among stakeholders today. We know that there exists a generational erosion in trust among Millennials and Get-Z’s regarding big business, government, and institutions. The growing racial divide in America bears witness to a distrustful narrative and hurtful reality of our past and present. This health crisis has left people wanting consistent information and congruent solutions. This is an excellent time to build trust and, as a result, strengthen relationships. Consider what you can do that will foster trust and strengthen bonds during this disruption.

Remember Your Core Business
Volvo is not really about cars, but instead about safety, FedEx is not about package delivery, but instead in predictability. Starbucks is really not about coffee, but about building community. Each of these companies knows their core business. We must remember our core business. If our core business is simply providing education to students transactionally in a physical space, I think we have already lost the battle. If it instead is more about care for the community, nurture of the individual, flexible and learner-centric systems, and behaving as innovative organizations, then we are on the right track.

While disruption and fluidity in circumstances may be part of the future, this moment in time will pass. Our current circumstances don’t define us. However, I do I believe how we respond to our circumstances tells us a lot about how character – as organizations and as industry.

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