“Plans stop working the moment the first bullet is fired.”

“Plans stop working the moment the first bullet is fired.”

Ten critical leadership steps for navigating COVID19 – In conversation with veteran Emma Grigson.

Within four short weeks, leaders have found themselves catapulted into three lines of fire:

  1. DISORDER Confronting their own and their organisation’s preparedness to deal with a crisis event
  2. REORDER – Enacting business continuity plans, protecting their people and pivoting strategic direction of their value proposition
  3. NEW [WORLD] ORDER – Attempting to map the imminent restructuring of the global economic order

Last week Emma Grigson and I had a robust conversation about crisis leadership skills. Our interview addressed resounding requests from the LinkedIn family for skills and steps to navigate COVID-19. As an ADF veteran of 15 years, Former Health Operations Executive trained in strategic leadership and with experience in disease management in Washington D.C., Emma provided pragmatic advice on how leaders might tackle the challenge we are facing today, as well as plan for those we will inevitably face tomorrow. I asked her “why the ideas of preparedness and planning seem at odds with the disruption and chaos brought on by crisis”. She proceeded to give a compelling view of planned disruption and disrupted plans.

Let’s break it down…

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Not only is COVID-19 a health pandemic, it’s also a test of leadership skills. As the extent of the economic and social impact continues to evolve, leaders, organisations, and governments are revealed in various states of preparedness, credibility, and adaptability. When contingency planning has not been factored into the fibre of an organisation, leaders and companies miss critical opportunities for honest communication and decisive action in the heat of a crisis.

In our chat, Emma outlined some critical steps that can be embedded into teams right from the planning stage:

1.     Planning (to have no plan)

Whether you call it red teaming, wargaming or stress-testing, planning to have no plan should be part of every organisation’s source code. Why? Because this gives businesses a chance to hack their own strategy before an irretrievable amount of money, time or material resources have been invested.

Skill: Red teaming is a relatively simple process of fast iteration of scenario testing and has additional benefits. The process of making a plan and encouraging counterfactual arguments reveals not only weakness but new opportunities for innovation and growth. The practice also reinforces open communication, two-way respect and increases the responsibility the group feels for owning successful outcomes in the face of uncertainty.

2.     Preparation (rehearsing innovation as an auto-response)

Skill: Rapid-fire role-playing should be dynamic and involve the broader leadership team, serving as robust preparation to embed a level of trust which will prove critical in tough times. When team members are clear on their role, relationships and empowered with prior knowledge, they are able to react without a plan. Leaders need to build core self-checks into the team long before a crisis arrives. For example, improvised critical thinking can be tested for alignment to the company value system, so kneejerk responses are on track to achieve an organisation’s underlying purpose or end goal. When speed of response is critical, it’s this prior understanding and muscle memory that defines what team members will be able to enact.

3.     Execution (never shoot the messenger)

Skill: Framing information to combat fear. Bad news must not be covered up. Leaders should have expert sources of information accessible and at the ready. Communication will be key to consistency when new information is rapidly emerging. While leaders often cannot give certainty in crisis, they can give consistency in the way messages are delivered. Calm, clear messaging that looks outward rather than inward and frames information in a regular style and format will provide reassurance and cut through. In a crisis, the audience will be highly attuned to contradictions, so it is imperative that leaders closely align information and actions (even if the two are changing daily). Business Continuity Plans have been used by many organisations to connect external factors with internal measures. In execution, leaders must take control of what is within their control and further, seek to give back as much control to their people as possible.

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Leadership example: Jacinda Ardern successfully enacted a Stage 4 shutdown over four days with an 80% national approval rating. Key skills deployed: Transparent information-sharing, decisive action, utilisation of a familiar framework from bushfires, empathy, collective narrative-building including a kids’ press conference and live-streamed feeds from home.

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As business as usual reinvents itself virtually before our eyes, leaders are piecing together the scale, pace, and depth of action required to stay solvent while the health crisis abates. Employee well-being, brand reputation, finance management, supply chain, people strategy and legal issues all require attention.

4.     Protect your people

Skill: Projecting a duty of care to stakeholders across the spectrum in times of crisis, is also a once-in-a-lifetime opportunity to fortify relationships, build trust and garner loyalty from our employee and customer base (MIT Sloan, 2020). To care, is to focus outward on the collective and find ways to serve and support others. Your people must believe that their wellbeing is top of mind. How we communicate that authentically and follow up with action will be a key indicator of how we make our people feel at their most vulnerable – a measure that will never be forgotten. More broadly, contributing to the effort to evaluate and solve for mental and physical wellbeing during COVID-19 will define leadership and organisational success, given an economic reboot will require a fully engaged and productive workforce and customer base.

5.     Communicate leadership (not followership)

Skill: Communicating with influence requires leaders to listen at least as much as they speak. Good leaders are careful to ensure targeted comms that solve a problem directly for an audience. Great leaders influence their audience to solve wider problems for the collective. 

Leadership cannot follow. To have influence, one must rely on purpose, credibility and relevance. The latter factor seems to be the one leaders are struggling with. To many people, COVID-19 continues to represent a crisis felt financially and emotionally, rather than as an imminent health threat. Rational explanations and reassurance need to be complemented by an emotional response (AICD, March 2020).

Quickly leaders must drive and own a compelling narrative that shows recognition of the danger; empathy for the predicament, comprehension of the latest available data, action to ensure infrastructure to deal with implications, and ability to influence a united behavioural outcome. In the world of COVID-19, there are two levels of technical skills proving paramount: interpretation of the incoming information data; and the competence to use online messaging well to maximise leadership potential.

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Leadership Example: Marriott CEO Arne Sorenson successfully demonstrated powerful leadership communication in his message to stakeholders when he spoke honestly about the losses his company is suffering and committed to forgoing a salary for the remainder of the year and cutting those of his executive team by 50 percent.

6.     Scenario planning

Skill: Scenario planning will play into agile strategy formulation across financial management, product design, workforce mapping and supply chain innovation. The definition of scenario planning is identifying a specific set of uncertainties, different “realities” of what might happen in the future of your business” (Mariton, March 2020). Each scenario should contain just enough detail to assess the likely success or failure of the strategic option. Scenarios may be built around one single question or sets of variables. These different realities could probe economic outcomes, product demand, supply chain resilience, competition manoeuvres, technology adoption, geopolitical instability, etc. One way to explore each scenario is to build in a SWOT analysis to weigh internal strengths and weaknesses against external threats and opportunities implicated.

7.     Mapping talent and deployable skills

Skill: Resourced based value creation suggests that while in the COVID-19 holding pattern, leaders should consider the value of time. One million jobs lost equates to around one billion hours of potential reskilling or upskilling opportunity in the next six months (ABC, 2020). Australia’s economy has slipped to rank 93rd in complexity (WEF, 2020), meaning our resilience in the face of various crises is low. To retain a future competitive advantage globally, companies need to ensure that technology adoption, as well as tech literacy and proficiency are inherent in their business models. Some leaders are already utilising the downturn to clear up that database and rethink product delivery, but pushing further and automating legacy processes or training people in high-demand future skillsets will likely prove advantageous. Moreover, reviewing the underutilised or potential skills of the current workforce enables a fast pivot of resources when new demand for new products comes to fruition.

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8.     One eye on the ground, one on the horizon

Skill: Think slow think fast. Leaders who can retain an intimate understanding of where their employee, customer and shareholder sentiment sits combined with a big picture analysis of government priorities and policies, global epidemiological indicators and social behaviour trends will be on the front foot when competitive positions are reset. Mapping next horizons can drive sustained engagement, role clarity and productivity as the bounce back suddenly requires the workforce to rev up again. Optimism founded in fact is a leadership trait worthy of special mention. Optimistic leaders naturally inspire and motivate those around them, in turn manifesting and detecting opportunity sooner than others.

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Leadership Example: Levi Strauss CEO Chip Bergh, who wrote a letter to employees encouraging them to focus on the crisis’ silver lining. “One of the things motivating me through this difficult time is the idea that we can learn and adapt and adjust so we emerge stronger as a result of this test,” he wrote. The crisis “will pass. We will get through this together and be a better and stronger company as a result of it.” (The Conversation, 2020)

9.     Reimagining the entire business system within a new context

‘Institutions that reinvent themselves to make the most of better insight and foresight, as preferences evolve, will disproportionally succeed’ (McKinsey, 2020). Contactless delivery, supply chains closer to the end-user, technology adoption to drive productivity when labour is unavailable will likely prove to be competitive advantages. 

EY analysis predicts, “To operate successfully in this marketplace, businesses need a mindset of adaptive performance and a new framework to respond to volatility and grasp the opportunities that are now emerging.” The framework focuses on a reassessment of sustainable value, and can be overlaid with analysis of emerging conditions from the scenario planning discussed earlier.

Essentially, leaders must take this opportunity to disrupt themselves as well as their organisations. Many leaders are beginning to give voice to the suspicion that while COVID-19 will have devastating consequences, the world needed a reset. That our pace, consumption, way of life, was somehow getting away from us. Leaders who can recognise the opportunity to build a new normal, to dramatically restructure the economic and social order in which business and society have traditionally operated, will find themselves with a new plan, when the first bullet is fired. 

And an army of new world leaders, ready for action.

My Chat with Emma Grigson, army veteran, crisis leadership and disease management expert.

My Chat with Emma Grigson, army veteran, crisis leadership and disease management expert.

Emma Grigson’s career with the Australian Defence Force has spanned almost 19 years. Within that time she has studied Leadership at the Royal Military College, trained and was appointed as a Medical Officer, trained in jungle warfare as well as intelligence operations and strategies, before being posted in Washington, to conduct analysis of disease and unusual health activities across the globe. Today Emma talks strategic leadership in crisis and shares tips and tools for “planning to have no plan.”

Are you a moonshot thinker?

Are you a moonshot thinker?

Thank you to everyone who participated in the first #2020pulse. It turns out we are an ambitious bunch! An overwhelming 80% of respondents would describe themselves as such. – I love knowing I’m part of such an ambitious LinkedIn family! There are three big things I’ve always believed about ‘ambition’: 

  1. It’s charged by the ecosystem around it…which is why I’m grateful you’re all in my orbit
  2. It grows hungrier in adversity… a silver lining to a thus far very tough start to 2020 
  3. It’s the difference between the talkers and the doers… so I’m excited to see what you all make happen in 2020

Let’s dive into some data.

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Sparking the ecosystem

Looking at the hundreds of pulse responses all forming a piece of the statistical pie, I can’t help but think of the micro-moments involved. Each of the people who choose to click yes, thinking big is a priority for me formed an incredible 90% wedge. What does it take for each of these individuals to unleash their vision on the world?

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Astro Teller of Google X’s ‘Moonshot Factory’ says “what the nice neat media stories never quite capture or admit to is the feeling in the pit of your stomach when you’re not sure what to do to get from where you are to where you want to be” (Astro Teller, Wired, 2015). It’s this dark side of moonshots –  the not knowing – that adds rocket fuel to the fire. It is the trajectory where uncertainty breeds curiosity rather than fear. 

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‘We chose to go to the moon’, John F. Kennedy said, ‘not because it was easy … but because it was hard’. Kennedy knew how to harness human brainpower and public support. He realised that the size of the challenge actually motivates people: the unknown is the multiplier in the cognitive equation. The complexity and scale of the problems facing the world today require a cease and desist with business as usual.

What do we need to do to create the conditions for moonshot thinking to succeed?

Inspiring confidence

When thinking big is a priority for 90% of us, ‘ambitious’ is a self-selected descriptor for 80% of us and moonshots are an actual focus for 65% of us – where is the decrease in aspiration to execution coming from?

Interestingly, the gap between thinking big and moonshot endeavours is 25%, a gap further reflected in the data telling us that 22% of people admit I need more confidence to achieve a moonshot. A lack of mentors is identified as a barrier for 16% which presents an interesting picture of how we could unlock potential. When we think of brilliant minds in the past, the Franklins, the Jobs and the Curies, were they operating as part of a thriving ecosystem? Or were they lone misfits and mavericks? What role do we play in supporting each other to aim higher?

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Jim Adams served as NASA’s Deputy Director of the Planetary Science Division and was responsible for a $1.5 billion annual budget for many missions. He says, ‘A Moonshot event may appear to the public to have happened in a singular moment. But in fact, these grand projects are accomplished by a team that has set aside their own egos and personal agendas to do what needs to be done.’ (Sustainable Brands, 2019)

I really enjoy the concept of the first follower. The idea that confidence is born of that relationship. The intimate moment of trust, shared inspiration and the cumulative energy that gathers thereafter. I have a friend who says ‘ideas are cheap’ and another who says ‘ideas well-executed are priceless”. Collective investment is a key component to any moonshot. Without cumulative energy propelling us forward, collective appetite for risk and diverse cognitive ability to offset each other’s biases, we try to solve new problems using old questions. 

Dr Christyl Johnson from NASA says, “So many times an idea for a solution is developed with a single purpose in mind, but when you step outside of your framework and consider possible applications in other markets, you may be just the missing key for transformation for that market.” Inspiration is the exponential ‘X’ factor in moonshots.

Beyond what we know

Time is the second most critical moonshot barrier. When choosing what we need more of in order to be a moonshot thinker, 19% of us say we could activate our vision if we just had more time. So even though humans today are more productive, process far more data and have a higher IQ average than we did even a generation ago, some of us are feeling considerably stretched by what’s already on our plate. 

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Research shows that when we are caught in the modern-day ‘Busyness Paradox’, we’re only able to concentrate on the most immediate, and often low value, tasks right in front of us. The fact that we actually lose about 13 IQ points in this state (Mullainathan & Shafir, 2014) steals possibility out from under us. What is the cost of challenging the status quo? A mix of science and art? A dose of rebellion and rationality? A combination of lateral thinking and laser-sharp focus.

The investment needed to get a moonshot off the ground spans personal and professional, political and geographical, material to emotional, financial to psychological… and beyond. The investment required affects families, friends, personal wellbeing and takes entrepreneurs away from their communities – in order to benefit their communities. In Australia, for example, the prevalence of mental health issues among small business owners is more than double the national average. An American study found that as many as half of all Non-Profit employees are burned out or on the verge of it (Opportunityknocks.org 2011). Yet a 75% majority of pulse checkers claim that chasing a moonshot makes them happier as a result.

Purpose relies on the communication of a relatable problem and the execution of building a solution. Moonshot thinkers are by nature, people who enjoy complex problems. Astro Teller asserts, ‘You might think that something is impossible – moonshot thinking is to be bothered by that.’

Leveraging Adversity

“We would not have gone to the moon had it not been for the Cold War,” says Neal Lane, a senior fellow in science and technology policy at Rice University’s Baker Institute for Public Policy (Skibba, InsideScience, 2019).

Inevitably, shooting for something big means that we are holding failure in balance with impact. Moonshots tend to happen when geopolitical factors ignite lots of funding and public support that pushes a field into completely new frontiers.

What levers can we pull in our policy settings to encourage risk? While 14% of us identify money as a key barrier, finance falls behind confidence, time and mentoring as an enabler. The shared economy of crowd-sourcing and crowd-funding represents a new way to think about collective investment and collective ownership. But is there more governments, institutions and commercial business can do?

How are organisations and corporations enabling moonshots to emerge by investing from a collective standpoint? The missing links of confidence and mentorship could be traced, connected and fused in a system such as this. I look forward to a world in which companies capture the imagination of their people. More and more we see leaders stepping up and stepping out to take on the social and economic challenges of our times. Are moonshots the domain of tech giants, individuals and passionate collectives? Or can local businesses, governments and institutions shoot for the moon, too?

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Sorting words from action.

How do we define success when the problem is merely emerging and the solution is not yet imaginable?  ‘Moonshots are easier than you think’ says Matt Brittin, Senior Vice President of North and Central Europe at Google. ‘There’s less competition. They’re more fun, so it’s easier to attract talented people to work on them. And even if you don’t fully succeed, you’re usually far further ahead than if you’d just gone for incremental improvement. While moonshots are risky, in an era of rapid change, it can be even riskier not to take them.” (Brittin, WEF, 2013)

There will always be wonderful crazy humans who go above and beyond to be the change they long to see in the world. Our pulse shows that the highest motivation for moonshot thinkers is pursuing a social impact outcome at 32%. We need moonshot thinkers today more than ever before. The action of 90% of pulse respondents clicking ‘thinking big is a priority for me’, is a fantastic start. I dare us all to go out and take one action today to bring us a step closer to our moonshot. Maybe that is telling someone about it. Perhaps we can inspire another to help us. Maybe we can simply begin by unlearning.

What does it take to shoot for the moon? The courage to look up. And the courage to take one small step out in pursuit of what we see. 

The ultimate innovation? Our ability to change ourselves.

The ultimate innovation? Our ability to change ourselves.

Everywhere we look, people are adjusting their behaviour, their businesses, their priorities and their mindsets. Globally, we have entered into unprecedented economic shutdown, social distancing and restrictions on global movement as we attempt to minimise the lives lost to the coronavirus pandemic. Adversity challenges us to innovate: to develop novel, value-adding responses to new circumstances. As we adjust our rhythms to a new world order it’s becoming increasingly important that we think about innovation not as a response required in the short-term to COVID-19, but as a response imperative to our future beyond COVID-19. Though few things in life are certain, change is. And the world is changing and will be required to change when we emerge from the pandemic, in such a profound manner that ‘business as usual’ will be relegated to the history books.

To the entrepreneurs, the change-makers and the brave decision-makers out there, we need your radical ideas in these unparalleled times.

So far, visible innovation has manifested mostly in the way we are responding to change. We are now harnessing underutilised methods we have had at our disposal for decades: open-source R&D collaboration; rapid technology adoption, and; the mobilisation of collective action. While it may be tempting to hunker down and wait for COVID-19 to roll over us, we know that innovation thrives in adversity. So let’s get moving.

For inspiration…

Companies that last year reported billion-dollar revenues like General Electric (1892), General Motors (1908) and IBM (1911) began in the turmoil of economic downturn and consumer panic. The Great Depression gave rise to Disney (1929), while the 1958 Recession proved a successful launchpad for Hyatt (1957). Google (1998), Salesforce (1999) and Facebook (2004) were each pioneered just prior to various economic meltdowns but had the courage to persevere and build empires out the other side. Similarly, Australia has historically punched above its weight in terms of invention with black box flight recorders, medical penicillin, the pacemaker, google maps and even wifi. Our relative isolation, supply chain restriction and culture of curiosity have historically served us well.

What plausible advantages does the adversity we are currently facing bring?

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Open source R&D collaboration

The knowledge economy has received much-needed investment in the form of open-source collaboration with government, industry and education institutions working together. New channels of information sharing have been activated by some of the globe’s leaders: MIT Sloan professors have convened to rapidly develop, vet, and deliver policy proposals for use by state and federal governments under the COVID-19 Policy Alliance. Africa’s innovation incubator, CcHub, is offering funding and engineering support to COVID-19 tech projects aimed at curbing social and economic impact. The Australian government has put a call out to businesses for expressions of interest to supply swabs for COVID-19 testing. Canada’s Plan to Mobilize Industry activates businesses to rapidly scale up production or re-tool their manufacturing lines to develop products in the fight against COVID-19. We’ve needed this cross-sector collaboration for a long time.

While typically, bureaucracy gets in the way of lean and agile innovation, red tape is being cut to fast-track novel solutions to the COVID-19 crisis. Yesterday, Australia’s Federal Government has partnered with Australian software giant Atlassian and Facebook to unveil two new information services for people to receive official COVID-19 updates. The Singaporean Government has made its tracing software freely available to developers worldwide. The White House Office of Science and Technology Policy has released all medical research articles in machine-readable form. MyGov India has opened a crowd-sourcing COVID-19 challenge to the tech community. Italian engineers at startup Issinova built a prototype at pace to reverse engineer 3-D printing of respirator venturi valves. Another one to watch: the new Australian Space Agency is collaborating with NASA in a ‘grand challenge’ to develop the best open-source design for a rapidly producible ventilator.

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At the University of Queensland, scientists and researchers are working around the clock to develop a coronavirus vaccine. With a combined $16.5 million in funding, the University of Queensland along with its research partners, The Doherty Institute and CSIRO, are promoting innovation beyond their science. Collectively with big pharma companies and government policy, they are dismantling the traditional linear pipeline of vaccine development based on plotted milestone checkpoints. Instead, they are working to a parallel model, simultaneously stacking development phases for a far shorter delivery timeline.

At a policy-innovation level, we need creative strategies for two economies of scale – emotional shock and the shock of job loss. While the Australian government is pulling the traditional fiscal policy levers in an attempt to minimise economic ramifications that many have already described as being markedly worse than the GFC (IMF), what would true policy innovation look like? A global living wage for example? A redesign of the way government does business to be leaner, more agile, and citizen-centric? Or even more radically, a new approach to the disconnect in decision-making between the Federal Government and the States? While these ideas may not prove viable, discussions and debates of this nature would surely prove fruitful.

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Social license and ethical investment to redefine the role of business 

In living memory, there has never been a time where the link between business sustainability and social/environmental responsibility has been clearer. In response, we see businesses reinventing their role in society. Zara has started to make scrubs for Spain’s coronavirus stretched hospitals. Lululemon temporarily shuts down all stores in North America but continues to pay employees. Microsoft commits to pay its hourly workers their regular pay, even as demand for their services slows. Walmart, Apple, and the Olive Garden update their sick-leave policies to provide additional coverage and support for their most vulnerable workers. Amazon announced a $5 million relief fund for small businesses in the vicinity of its headquarters. While Google is pledging $1 million to organisations locally in California impacted by the pandemic. In Australia, companies like Telstra take a multi-stakeholder approach, issuing a hold on planned job reductions, providing assistance packages to consumer and small business customers, activating provision of unlimited data allowances, providing extra mobile data for small business customers and extra paid leave for Telstra employees and casuals.

Unfortunately, we don’t have to look far to see examples of less-than-ethical business practices. Four industry super funds with combined assets of more than $180 billion are potentially invoking pandemic exclusion clauses which could see members not covered for adverse effects suffered due to coronavirus. Kathmandu is another disappointing example. As an entity recording an after-tax profit of $57.6m, Kathmandu has chosen to stand down most of its staff without pay for the next four weeks. Many other businesses are standing down or making redundant thousands of employees across Australia this week. So, where is the innovation in such negative examples? Hopefully, the innovation will be a new yardstick for corporate social responsibility. Consistent with belief-driven buyers featuring as a trend in Edelman’s 2018/19 reports, it is no longer about what companies preach when the sea is calm, it’s about the stuff they are made of when times are challenging or political.  

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Rapid technology adoption pushes creativity within communication

As humans, our ability to cope with trauma depends largely on how we integrate the experience into a narrative. Consistent messaging in crises plays a key role in obtaining the public’s trust and co-operation. Politicians are innovating communication strategies to level with their people. The Norwegian Prime Minister, Erna Solberg, conducted a press conference purely to answer questions from kids. Jacinda Ardern live-streamed New Zealanders on Facebook in her trackies (apologising that putting toddlers to bed is a messy business) before answering questions coming in on the live feed. Boris Johnson took to twitter immediately upon being diagnosed with coronavirus to reassure Brits and urge them to follow the recommended measures. South Korean President Moon Jae-in communicated coronavirus information early and consistently to inspire a “wartime sense of purpose”, enabling public ‘sense-making’ to occur. Each of these examples represents a willingness to innovate new responses, to use existing tools for new measures.

As #WFH becomes an acronym rapidly transforming our working lives, companies producing collaborative software solutions are reporting skyrocketing growth. The publicly traded Zoom conferencing platform has seen stocks rise, downloaded over 50 million times in recent weeks. While Fardad Zabetian, founder of the multilingual web conferencing platform Kudo estimates his business has increased 400% since COVID-19 began to spread. Microsoft’s Teams now has more than 44 million daily users, growing by about 12 million users in just seven days. Slack co-founder, and CEO Stewart Butterfield said Slack is developing voice technology to integrate with Teams. Once completed, Slack users will be able to make calls directly to Teams users without leaving the platform. The innovation we need to see though, as governments, education institutions and businesses scramble to take their operations online, are new methods of privacy, security and information protection. Governance, as so often the case, is already lagging behind civic reliance.

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While the plethora of examples of technology adoption do not represent innovative new products as such, our fresh ability to harness technological innovation provides the opportunity for new product testing. For years, we have espoused “whole-of-self”, “flexible work practices” and “work-life integration.” Covid-19 has forced employers and employees alike to meet halfway on the benefits and challenges of remote working. Tolerance for flexible work schedules by employers is being met by greater productivity accountability on the part of employees. Already embedded tools surely have scope to innovate productivity measures enabling data for performance reviews. A new exposure of the messy realities of our home-lives (kids, dogs and washing featuring behind us in zoom windows) has been met with an escalation of downloadable virtual conferencing backgrounds. Though strangely, these intimate insights into the lives of our co-workers do not seem to inspire judgment. Instead, this collective challenge is causing us to be more inclusive. Wouldn’t it be great if this empathy lasted longer than the virus isolation period?

Mental Health is emerging as a key driver of new communication methods. Salesforce found 36 percent of the workforce were experiencing mental health challenges as a result of COVID-19. “And those are the ones who are willing to admit it,” says Marc Benioff, chief executive and co-founder. “We’re starting a daily mental health call, to encourage daily prayer meditation and mindfulness.”

In Australia, organisations like Beyond Blueheadspace and Black Dog Institute have been on the front foot, going digital and deep with openly available mental health tools and self-care strategies. Global agencies have integrated mental health considerations within their public response, as explained by Aiysha Malik, a Technical Officer at the World Health Organization’s Mental Health and Substance Use Department in a live-streamed Q&A session this week. Some mental health apps are offering extended services such as talkspace, now including a Covid anxiety management program free to subscribers. But as social video app downloads explode around the world, where are the innovations with regards to, say, digital consumption alerts, collective habit-building facilitation, or group exercising apps? Could companies partner with mental health programs and startup developers to develop new products to tackle isolation and loneliness, beyond EAP?

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Mobilisation of the collective

Communities have been fast to innovate new ways to connect emotionally. Italy kicked off a counter-viral COVID-19 attack on social with #ItalyStayStrong visuals of people singing from their balconies spread across Europe and the world. The #ApplauseForMedicalWorkers hashtag has also captured public sentiment globally as communities realise the sacrifice front-line public servants are making for the collective good. Many small businesses such as yoga studios are taking their offering online and reducing subscription or offering free sessions. Organisations, membership groups and friendship circles alike are implementing virtual chats, drinks, dinner parties (where a common recipe is sent around) and even Facebook dance parties (fancy dress non-optional!).

Leadership is also taking on a new form within families, neighbourhoods and communities. Grandparents are zooming grandkids to help teach reading, maths and craft. Neighbours are leaving notes in letterboxes offering to help buy groceries for medications those more vulnerable. Communities are paying it forward to local small businesses and entrepreneurs, buying coffees, meals, classes and artisan wares in advance to keep them afloat for the future. In Australia, CEOs of supermarkets have created special community hours dedicated to elderly people and healthcare workers. It seems a broader model is developing for distributed kindness, linked possibly to a new understanding of the benefits of distributed wealth. In times of uncertainty, trust becomes the currency we all rely upon.

There is so much inspiration to be drawn from COVID-19. Not least, the innovation of how we connect our ‘me’ narrative to our ‘we’ narrative. Companies, entrepreneurs, idea-generators and everyone in between. We have entered a moment in time where the rules are changing, our needs are shifting, new behaviours are emerging. There has never been a better time to bring lean, agile, scalable ideas to the fore. As individuals, if we can change our own deepest, most innate habits, expectations, entitlements and biases, then as a group we can change anything.

Including the outcome of #COVID-19.