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Here’s how to raise morale, build capabilities, and position your team for recovery…

As the COVID-19 pandemic continues to unfold, many sales leaders are facing a tough choice: drive as many sales as possible today or prepare for the future. Most sales leaders are trying to do both, of course, but the intense pressures they’re feeling as economies around the world pull back create an urgency to focus on the short term.

That sense of urgency has led some companies to try to recapture lost revenues by increasing targets for their sales teams. Since many of these targets are unrealistic, they can further demoralize sales teams that are already reeling from the leap to remote selling. This state of affairs has exacerbated a tendency among sales leaders to focus on short-term performance in meeting targets and forecasts, achieving growth, and closing deals.

We believe sales leaders could better use this time as an opportunity to invest in their sales teams. By thoughtfully building up their psychological health and capabilities, sales leaders can ensure that their teams are ready to leap ahead of competitors as the economy recovers. To support their teams and get ready for the recovery, here are few recommendations for sales leaders:

1.Reset and adjust expectations around scenarios

COVID-19 has had a significant impact on 2020 revenue targets. Sales leaders need to acknowledge that meeting the original targets may be almost impossible and then set more realistic expectations (which will, of course, vary by sector).

Given the uncertainty around economic recovery, companies should consider basing their new targets on a set of different scenarios. This approach will allow rapid and realistic adjustments to revenue expectations as scenarios shift in response to leading indicators and milestones such as the reopening of key markets.

Once companies define the range of scenarios and the revenues achievable in each, they should then break them down into realistic sales targets for business units and individuals. If possible, business-unit sales plans should be adjusted from the bottom up to identify territories and accounts with the most revenue potential. Similarly, individual performance plans and development goals should be updated to motivate sales reps to a reasonable level of performance while holding them accountable for their performance.

2. Rethink bonuses and incentives

Many sales reps receive a significant portion of their remuneration from commissions. A prolonged downturn will inevitably hit their income. Companies can help by doing two things: first, provide immediate financial security, and second, realign incentives for the longer term. Also, companies can shift their reward systems toward behaviours that will support the recovery process.

3. Invest in sales-force capabilities for the recovery

The vast majority of B2B companies have shifted their go-to-market (GTM) model during COVID-19 toward digital and remote selling. Two-thirds of B2B decision makers surveyed believe that their new model is as effective, if not more so, than previous models. Looking ahead, B2B companies expect digital interactions to be two to three times more important to their customers than traditional sales interactions.

With this profound shift to digital, companies need to be thoughtful about what skills their reps need to succeed in this digital remote reality. Investing time and money in building up their skills tells sales reps unequivocally that they are important and valued, while also priming them to succeed in the digitally driven recovery.

One critical area of focus is around using data and insights to make better selling decisions. Some companies are investing in training their reps on how to use AI tools, for example, that provide next product-to-buy recommendations so they can better cross-sell or upsell. Others are choosing to retrain field sales reps so they can adopt inside sales roles and provide customers with technical consultative expertise via their website’s chat function.

4. Revamp tools and processes to support your salespeople

In a recent survey, B2B buyers indicated that they value three things above all from sellers: speed, transparency, and expertise. Sales leaders should therefore take the time to realign their sales operations (tools, systems, and processes) to equip their sales force to deliver on these needs.

For companies that have switched to virtual selling, codifying successful sales plays can help sales reps across the organization learn quickly and put into practice what works.

Also, companies should realign sales processes so that the sales force can replicate them at scale. For example, virtual sales require the same discipline and standardization as face-to-face sales. Sales leaders should set expectations on what the standard operating model should be in this new environment, literally spelling out what Monday to Friday should look like for reps—for example, how much time they should spend generating new leads and how much connecting with existing customers. Sales leaders can also help reps master the details of the virtual sales process through active coaching about, for example, how best to use social platforms such as LinkedIn or Facebook to generate leads, or how to use sales materials to follow up a virtual meeting in order to increase conversion rates. Many companies have also adopted virtual ride-alongs, which actually allows managers to support more people than the real thing in pre-COVID-19 days.

Given the advances in sales technology, sales leaders also need to equip their reps with the tools to drive better decisions. For example, the increased use of inside sales as well as remote and digital channels has made it more critical than ever to ensure that customer-relationship management (CRM) is up-to-date and clean. Companies should consider investing in CRM modules that can automate data population and enrich CRM data with insights from external databases (for example, intelligence on key stakeholders).

5. Provide leadership with vision and clarity

It may be a cliché to say that leadership is crucial in a crisis, but too often sales leaders fall short. The best sales leaders focus not only on communicating a clear vision of where the organization needs to go but also on demonstrating a commitment to their people. Communication is particularly important now, when those working from home can feel isolated and disconnected. Keeping the sales organization focused and energized is crucial for laying the foundation for performance heading into the recovery.

Sales leaders should take pains to communicate at a strategic as well as personal level. Leaders can get ahead of their sales force’s concerns by being transparent about the company’s overall outlook and by sharing and celebrating wins. It is important to be authentic and keep communications from becoming rote and stale, particularly as remote working persists. One sales leader we know has implemented multiple “Ask Me Anything” sessions where the sales force can get updates on the business and ask absolutely anything. Questions can be difficult, but leadership has been clear that this commitment to transparency has built up confidence among sales reps.

Additionally, sales leaders should take the opportunity to connect with their sales teams on a personal level. For many, COVID-19 has impacted their livelihood. Leaders can support their sales teams by having one-to-one touch points via email, phone, or Zoom. For example, the leaders of one big organization blocked out time to call each employee to check in, listen, and nurture. This not only provided employees with affirmation of their value but also allowed leadership to have “ears on the ground” and hear news from the front lines. In many cases, these calls can include coaching to help salespeople improve their performance. And don’t forget to try to have fun. Informal get-togethers or inviting outside speakers to talk about topics unrelated to business are important to maintaining morale.

Conclusion

The economic impact of the COVID-19 crisis has slashed demand. Sales leaders need to actively balance both short- and long-term performance. But in managing around the current crisis, they need to have a clear understanding of the diminishing returns of some short-term activities, and instead invest in their people so they’re ready for the recovery.

What is social work?

Social work as defined by international federation of social work (IFSW) 2014 defined social work as practiced based profession and an academic discipline which promote social change and development, social cohesion and the empowerment and liberation of people. Principle of social justice, human rights, collective responsibility and respect for diversities are central to social work. Underpinned by the theories of social work social sciences, humanities and indigenous knowledge’s, social work engages people and structures to address life challenges and enhance wellbeing.

Who is a social worker?

A social worker is a professional whose concerns is helping individual, families, groups and communities to enhance their individual and collective well-being.

Social Worker’s Role

The core mandate of social work is service to humanity. Social workers are in a unique position to promote disease prevention efforts by disseminating accurate information about the virus and other important information from trusted sources and address anxiety and other concerns that are arising as a result of this public health crisis.

Social workers are often at the forefront of the crisis intervention during this pandemic period, social workers are not only responding to this health crisis but also offering skill and resources that will restore individual normal pattern of function.

Social workers have also been on the front line of promotive, preventative and treatment services during pandemic to ensure the health and well-being of their client or people they serve.

In many countries social workers are supporting communities that are affected or fearful of the pandemic. Social work has an essential frontline role in the fight against the spread of the pandemic through supporting communities on how to protect themselves and others from the virus through physical distancing and solidarity.

Social workers help in ensuring that the most vulnerable are included in the planning and response organizing committees to ensure that essentials such as food and clean water are available.

Social workers advocate within social services and in policy environment that care services should be made available in supporting communities and the vulnerable there.

Social workers help in facilitating physical distancing and social solidarity. Social workers as professionals, they advocate for the advancement and strength of health and social services as an essential protection against the pandemic. Social workers help in the recovery process of individual who have had the virus.

Leadership is one of the most heavily tested skills in this pandemic period…

It’s easy to read articles about how leaders “should” or “should not” behave or “be.” In real practice, however, behavioral changes are hard and take practice, little by little.

Emotional intelligence is at the core of being able to make these behavioral shifts and ultimately helping you attain all those adjectives describing stellar leadership. Research shows that EI accounts for nearly 90% of what sets high performers apart from others with similar technical skills and knowledge.

Here are some specific suggestions to help leaders achieve (or get closer to) these shifts during the time of COVID-19.

1. Spend time on your own Self-Awareness

At the core of EI, self-awareness is the area that leaders typically least enjoy or spend time on. They may see it as self-focused or a waste of time, but we can effectively work with others only if we get really good at knowing ourselves, our thoughts, our emotional reactions, and our tendencies.

As a small step, try spending 60 seconds writing down what you think and feel before you start your day and at the end of the day. Are you fearful, worried or angry? Write down at least two prevailing thoughts running through your mind. You do not have to solve these or work on them for now—just know where you are.

2. Practice Empathy

A lot is written about empathy, but few know how to break it down into actual steps, practice them, and get skilled at them. Behavioral scientists have studied this and outlined that it includes mental awareness (imagining you are the other person), communication (what you say, how you say it), and a physical aspect (observation of tone, gestures).

Try considering all three of these with each team member. The more attention you focus on who you are speaking to and really listening to them, the more your thoughts will resonate with theirs, making the delivery of empathy easier. If you are set to meet with a team member, take five minutes to write down what you imagine that person is thinking and feeling, and then a sentence that addresses this.

3. Label the fear

A proven technique from psychologists and negotiation experts is to label fears in order to defuse them. Labeling the fears of your team members tells them that you are aware. This is particularly critical in times like now. Such statements may include something like, “We understand that you were all hired to do jobs that may not be working the same way right now. You may feel like we are treating you unfairly or are making decisions without each of you and your personal situations in mind.” Cue into your team members’ possible fears; name and label them directly and with empathy. Anger tends to stem from fear, which is best managed by labeling—and empathy.

4. Be Real

This is common advice, but let’s break down what it means. Share with others your own personal worries, concerns, and common thoughts. Tell the story about how you snapped at your teenager just because he or she is around all the time now. Or perhaps share your concern for an older family member. Now of all times, your team members really need to hear specific ways that you are in this with them.

5. Take care of yourself

We have all seen posts or videos of leaders who frankly just look exhausted. Any leader (business, parent, teacher or politician) is still human, and we cannot care for others without being healthy ourselves. That means leaders have to be good at this—really good! At a basic level, take time each day to do something that brings you happiness or pleasure. What is your fuel—the thing that refills your own tank? Positive psychology is real science that rewires your brain and leads to greater productivity and stress reduction.

6. Change your internal thoughts

Our thoughts, feelings, and behaviors are intricately connected. Changing thoughts to be more helpful will have a huge impact on the intensity of your emotions and shift your behaviors to be much more productive. This sets off a chain of events leading to more positive thoughts and even changes in neurochemistry.

For example, try shifting from:

Thought: My business is going to go under. I will probably get fired.

Feeling: Anger (10/10), Frustration (10/10), Fear (9/10)

Behavior: Yelling at people, taking a long time to make a decision

To:

Thought: My business and many others are going to struggle a lot.

Feeling: Anger (7/10), Frustration (8/10), Fear (5/10)

Behavior: Calling on mentors or board members to discuss creative solutions

You have a critical role in helping others get through these times. At the same time, the challenges they bring will shape you and allow you to grow as a leader. Emotional intelligence will be at the forefront of this growth and worth the investment.

Preserving Project Continuity 

The COVID-19 pandemic is a health crisis that has leaders across the world grappling with the well-being and livelihoods of their communities. The economic challenges brought by the pandemic continue to mount—and with them comes much uncertainty about the future. Capital projects have been hit particularly hard, with worker absences, supply-chain disruptions, and deteriorating investor confidence taking a toll.

Despite economic headwinds, many projects will continue throughout 2020—three primary challenges have emerged, all requiring new levels of agility from project owners:

• Fluctuating guidance and restrictions. Policies put in place to flatten the coronavirus curve have already disrupted the availability of labour, materials, and equipment, and are likely to continue doing so even as they ease. Further waves of the virus, and global variations in severity and timing, will make it difficult to for project owners to predict the impact as governments balance healthcare outcomes with reopening the economy.
• Market conditions. Supply chains and contractors will be strained, and project owners must be prepared for the possibility of insolvency or bankruptcy alongside cash flow shortages.
• Cash and working capital. Resources will be increasingly scarce as the markets and economy falter and then recover, and a challenge that may be compounded by low cash reserves.

Yet, irrespective of the pandemic, projects still face a performance bar—and owners face an uphill battle. Although they will likely look to governments and corporate stakeholders for initial guidance, the burden of leadership at the work site falls squarely on their shoulders.

The COVID-19 crisis will test even the most sophisticated project owners, and passing that test will take a focus on three core priorities:

• Protecting the people
• Protecting the project
• Protecting the performance

Protecting the people

Numerous people working in close quarters and using common facilities means construction sites carry elevated COVID-19 risks—an outbreak could affect an entire workforce. Project owners need to develop new working norms, adopt a more flexible working system, and address broader concerns associated with the pandemic to protect one of the most valuable resources: people.

A. Defend against on-site transmission—without short-changing safety

Project owners must first defend against on-site transmission by intensifying existing safety measures to account for COVID-19, such as by changing operating practices to ensure physical distancing and proper sanitation.

The range of interventions does not stop there. Fewer on-site leaders may mean supervision suffers, or fewer spot inspectors will be available to check for health, safety, and environmental (HSE) issues. Smaller crew sizes may engender a “make do” attitude that leads to fatigue, strains, and sprains. Longer wait times for proper safety equipment could inadvertently lead to more frequent shortcuts, such as skipping fall-protection steps or cutting corners on required personal protective equipment (PPE) such as steel-toed boots. Balancing both COVID-19 precautions and safety measures will require HSE professionals to uncover and manage the extent of the risks.

B. Develop a flexible contingency system

Owners expect a set of variables over the course of their projects—seasonal changes in particular. Many have dealt with surprises, such as temporary shutdowns of supply chains due to severe weather events or unexpected subsurface conditions. However, even the most experienced owners lack a response plan for more profoundly disruptive events, something that the COVID-19 crisis desperately calls for. Acting swiftly in the face of changing policies requires project owners to develop a strategy that stratifies risks, defines triggers for action, and provides guidance on what to do. Having this system in place means they can more quickly identify threat levels and advise their workers.

C. Address workers’ underlying concerns directly

Project owners should take care to monitor morale, stress, and mental health while communicating regularly. Livelihoods are at stake, and record numbers of unemployment claims are processed every week. As such, many workers—particularly those who can’t work remotely—have justifiable concerns over being able to provide for their families through this crisis while minimizing exposure to the virus. Owners may therefore seek alternative, flexible benefits for workers, such as enhanced paid sick leave and government relief for payroll. Ultimately, directly addressing workers’ concerns can help them feel more engaged and safer on the job.

Protecting the project

Projects are now facing unforeseen market conditions, contracting challenges (including potential bankruptcies or invocations of force-majeure clauses), supply-chain bottlenecks, and cash-flow shortages. Owners will likely want full visibility into potential risks, and can help safeguard the project’s overall business case by taking four steps. These will likely be new for project owners, so we provide an overview here to help them get started.

A. Launch a value-improvement exercise

For most projects, the assumptions and conditions that underpinned previous execution-strategy decisions have changed, jeopardizing the business case. For example, project owners may not be able to justify expensive public-transit projects when the pandemic has drastically reduced ridership. Launching a value-improvement exercise could identify risks on continuing projects and opportunities that take on new relevance in the face of COVID-19.

The exercise comprises a set of actions to help project owners keep the business case and execution strategy viable.

The set of actions include:

1. Set up for success: Deploy a central control tower for transparency and alignment. Launch cross-functional team to review business case. Set up governance for decision making.
2. Reduce capital required: Optimize project scope with minimum technical solution workshops. Effectively manage contracting and procurement strategy through digital and advanced analytics.
3. Accelerate project timeline and start-up: Use “lean construction” to reduce process waste and variability in delivery. Build commissioning and operational capabilities during delivery to ramp up faster. Incorporate modular elements into designs to limit on-site crews.
4. Maximize positive cash flows: Ensure process improvement efforts (e.g., output quality and quantity) are incorporated. Optimize total cost of ownership increase reliability and resilience. Develop payment deferral plans for lower priority items.
5. Reduce risks: Identify and analyze key risks impacting safety, quality, cost and schedule. Develop strategies to mitigate impact and likelihood of risks (e.g., second shock of COVID-19).

B. Conduct a contractor analysis

Contractors may not be financially positioned to complete the project, and owners could see change orders and claims as a result of COVID- 19. For “critical” contractors—high-value or specialized—the risks are heightened. A thorough, regular analysis throughout the project life cycle promotes productivity and labour continuity. This analysis should include a pre-pandemic snapshot of progress, delays, and expected contractor claims to establish a baseline, followed by an assessment to measure contractors’ financial strength and how critical they are to the project. Owners should also analyse contracts to prepare for change orders and claims. Potential mitigation will focus on bolstering critical contractors and sourcing alternatives for noncritical contractors.

C. Map the end-to-end supply chain

Complex global supply chains that move materials through different jurisdictions with varying COVID-19 effects are prone to weak links that could jeopardize the overall project; loss or unavailability of even a single critical part can lead to a total halt. Project owners should map out their entire supply chain to take more proactive measures during COVID-19, including identifying alternatives, considering where to stockpile, and reviewing contingency budgets to source and expedite critical materials.

D. Strategically preserve resources

Capital projects consume immense amounts of cash, which—in the current environment—can be even more critical than earnings. Methodical approaches including greater collaboration with functions such as procurement, labour, or finance, can help project owners conserve cash. Potential actions include negotiating with vendors on discounts and payment-deferral plans, aggregating demand for commoditized materials across multiple projects to take advantage of bulk discounts, or identifying and applying for appropriate stimulus or relief funds, when available.

Protecting the performance

The bar for capital-project performance will not change, leading owners to explore how best to adjust their operating models across engineering, procurement, and construction so that performance can be maintained in the face of COVID-19. Digital technology will underpin many of these changes; digital solutions that can be deployed rapidly will help preserve project continuity, while more advanced, transformative technologies (such as digital twins and artificial intelligence–enabled processes) can help position project owners more advantageously after the first wave of COVID-19 subsides.

A. Modernize engineering processes

Traditionally siloed engineering teams now find it even more difficult to access critical data or interact with one other and stakeholders; modernizing processes and adopting digital solutions can help. Detailed mapping of the engineering process provides greater visibility across stakeholders, and information modelling and digital twins establish a single source of truth across teams, aiding remote sign-offs and handoffs. Designing with greater agility, such incorporating more prefab and modular components into a project plan, can help engineers iterate more easily on a remote basis—and respond to supply chains and workforces that are more prone to disruption.

B. Create a supply-chain nerve centre

Procurement can go beyond traditional functions and even go on the offensive. In the face of disruption, a supply-chain nerve centre—an agile, coordinated, cross-functional team—can help manage and optimize procurement processes. The nerve centre’s objectives will be diversifying the supply chain, managing demand more efficiently, enabling agility, and managing use of off-site assembly and modular approaches.

Together, the nerve centre should manage five work streams:

• Suppliers—focusing on risk transparency, restarts, orders, priorities, and qualification
• Scenario-based demand requirement for construction scopes of work and planning for manufacturing and sourcing
• Logistics, ports, capacity (shipping, rail, and air freight), and optimized routes
• Clean-sheet pricing and contract negotiation to optimize cost effectiveness and deliverability
• Dedicated, continuous improvement of procurement processes, including by examining opportunities for technology and digitization (such as e-sourcing)

C. Tackle construction challenges with a new working model

Four key jobsite challenges will need to be addressed: increased wrench time due to new health and safety measures, difficulty sharing information, and lack of on-site field engineers. We recommend reviewing the entire worker journey to identify areas of improvement, adopting a Takt planning model— a planning and scheduling method that structures work into timed blocks—and setting up new lines of digital communication to help information flow among all involved in the project.

I. Assess increased wrench time due to new procedures. Project owners need to understand in detail the journey for each member of the workforce so they can address all changes to wrench time. For example, taking temperatures and distributing PPE will take time, so owners can increase the number of temperature sensors and set up more PPE  stations. Physical distancing requirements will also change the typical journey, so owners need to assess how that affects wrench time and respond accordingly.

II. Use Takt planning for synchronized logistics and to manage disruption due to spacing requirements. In Takt planning, construction plans are categorized by work areas, and work streams are reduced into standardized, synchronized work activities across the project to ensure continuous workflow and productivity. Simple but effective tools, such as constraint logs and area maps, identify issues, reallocate work across project areas, and efficiently track progress without resorting to high-level statistics.

III. Applying Takt to shift schedules can help break down bottlenecks, particularly as workers cycle in and out due to health precautions. Materials and equipment required by workers can be placed at strategic locations based on data-driven forecasts and field input. Onsite logistics will include time for deep cleaning and sanitation, and daily plans for logistics operations will be determined the day prior.

IV. Develop new processes to mitigate lack of support and communication on-site. Communication among stakeholders is critical to keeping these schedules tight and optimized. Project owners should deploy dynamic dispatching and remote progress monitoring using digital tools that replace in-person communication. In the new Takt-driven operating model, everyone will have a role in ongoing communication, particularly during handoffs. Owners should consider investing in a workflow tool that everyone can access and update, which can serve as a repository of notes and information.

D. Identify digital solutions for immediate and long-term needs

Although precious few investment dollars for technology may be available, digital solutions will help project owners with continuity as they attempt to work remotely, manage workflows and data accessibility, and monitor sites and progress. Project owners should honestly assess their requirements and current capabilities to prioritize those investments. Many solutions can be rapidly implemented or scaled. For example, a European commercial real estate developer is using web-based workflow tool that helps remote workers provide input on planning cycles, update crew sizes, and manage supply-chain disruptions due to COVID-19 in real time.

Project owners should also consider how to emerge from the crisis better positioned and more resilient. Larger investments in more advanced digital technology can help. Certain technologies—digital twins, Internet of Things-connected assets and worker monitoring, augmented reality, and labour and process automation—are all on the rise in the industry. One multinational engineering and construction firm is already using a digital twin of an in-progress site for rapid design iterations and constant remote monitoring of physical assets. These types of innovations can help project owners not only preserve project continuity but deliver faster, better results for all.

Conclusion

The path forward involves addressing the immediate concern of stopping the virus’ spread, whether on a jobsite or within the community. As projects continue, owners will have to protect their projects against existential threats from labour, supply, or capital shock. Project owners that proactively deal with those consequences will be best positioned to succeed in the recovery.

Business owners will have to understand consumers in the context of the crisis and optimize experiences to earn
their confidence.

Entrepreneurs have long known the formula for economic success: Win the trip, grow the basket, and deepen loyalty. In the current pandemic environment, though, winning the trip has taken on new meaning and is dependent on optimizing customer experience in distinct ways —
and in so doing, re-earning people’s trust.

As people grapple with the effects of COVID-19, they’ll put their faith in your company if you keep them safe, communicate clearly, and hold up your side of the bargain: having the items they need in stock, setting reasonable prices (resisting the temptation to increase your margins
on in-demand goods), and providing a consistent level of service, especially convenient delivery times and pick-up windows. Trust also implies a relationship, and you can’t have a relationship with customers if you don’t know them. So, it’s important to understand how the pandemic is changing people’s behavior and their demand for your products and services.

Vast swaths of consumers are newly accessible because loyalty to their usual brands and
locations has been disrupted by closures, new travel patterns, and items being out of stock. To
win over potential new customers, it will be critical for you to get the trade-offs right among
price, assortment, convenience, and other forms of experience, and to reassess regularly as you
manage through the stages of this crisis, from restarting your operations to redeploying
investments. If you do so successfully, you can emerge from the crisis stronger than before

Strengthen your demand sensing

As an Entrepreneur, you face a strategic imperative to accelerate some existing initiatives and build new capabilities through this crisis. When it comes to experience, this means sharpening your organization’s nervous system both to sense the level and mix of demand in this rapidly
changing environment and to react to it. Accordingly, you must drive greater enterprise agility. Doing this won’t be a one-time exercise; it will require a fluid approach over an extended period as consumers react to the pandemic-induced recession and settle into a new equilibrium for shopping habits and brand preferences.

A highly tuned demand-sensing capability will help generate key insights. Building this proficiency will mean that you have to combine scenario planning with adjustments to demand sensing models that incorporate company and third-party data. You can then apply insights to
determine how to realign and accelerate strategic initiatives, balancing short- and long-term priorities. Certain plans can be optimized this year, but others will need longer lead times so you can re-imagine your value proposition in innovative ways.

Create a faster feedback loop

It will be easier to optimize experiences to reinforce trust and win the trip if you can act more quickly on demand-sensing insights, which means creating a faster feedback loop. More immediate, actionable demand signals will enable Entrepreneurs to see at a local level how
specific customer segments are behaving and how their attitudes and behaviors are evolving.

Beyond mining social sentiment and creating a more agile approach that combines these insights with other demand signals, Entrepreneurs can speed up the feedback loop by listening to their employees. Front-line employee experience greatly influences customer experience — and brand reputation.

When you combine customer and employee experience data with your operational data, you can get a more complete picture of your return on experience (ROX), or the measurable result of the investments you’ve made in reinforcing trust through improved experiences.

Staying ahead of the next normal

Operating the board during the crisis
The current crisis sheds light on the vital importance of a diverse board. A group with a breadth of experience, relevant industry, and functional expertise, and a range of ages, genders, and backgrounds enables an organization to assess challenges from a variety of perspectives. Here is how a board can effectively play its role.
Reconfirm the board’s role and accountabilities
A clear division of roles and mandates between board and management is paramount to make collaboration seamless and avoid the distraction of unnecessary conflicts. While the level of stress and pressure every individual is facing during the current crisis can be draining, a board needs to remain calm and focused. Some decisions that take years of alignment in normal times may have to be passed in a matter of hours. All this will be difficult unless boards and management teams embrace seamless teamwork, trust, and mutual support. During this time, boards should make explicit that they are fully behind the management teams as they make some of the most difficult decisions of their careers.
Adapt the board’s operating model to the crisis
During a crisis, a board has no choice but to adapt its working mode to the speed of events, requiring directors to invest significantly more time than normal and relax the annual agenda. Ongoing communication between boards and management teams is necessary for quick action on contingency planning, public announcements, strategy development, and other urgent matters. An ad hoc board-level crisis committee can help directors engage regularly with the crisis leader who reports to the CEO. While some of the board’s heightened responsibilities—such as more frequent risk or policy reviews, financial-stability assessments, and governance-structure changes—can be absorbed by standing committees (including those for audit, risk, nomination and governance, and compensation), assessing the crisis’s strategic implications and the organization’s future direction needs to be handled jointly by the entire board, with collective accountability and frequent interaction.