How Business Can Plan to Mitigate Impact of the Covid-19 Pandemic

Diagram shows the relationship between the eight content items below

This blog is designed to assist you, the business leader/owner, to mitigate the pandemic and be in the best position to thrive in the eventual recovery.   Remember, there will be a recovery!

It’s based on my own experience in emergency management in the military and law-enforcement; the expertise of the major CDC units and WHO; expert contributors of the Journal of Business Continuity & Emergency Planning, and especially their webinar I attended recently.

I recommend you put committed time into this ASAP.

Here is a summary of the content:

1. Get your own mindset right.
2. Think strategically and tactically and be aware of the difference.
3. Plan inclusively – with your people and relevant stakeholders – ensuring they too have ownership and model your behaviour – which they will, anyway, so model your best self.
4. Communicate effectively continuously so everyone has clarity about both their personal and shared responsibilities.
5. Business continuity considerations.
6. Workforce considerations.
7. Customer considerations.
8. Community considerations.

1. Your Mindset

As leader, the priority is to get your own mindset right first.

1. 1. Remember, this too shall pass, as has every other pandemic.
   2. Remain calm, centred and alert.
   3. Be confident that we’ll survive and thrive, though we may lose some of us along the way.
   4. My best self will influence others, so:
      1. Make sure I’m as healthy as I can be – rest, nutrition, hydration, exercise, personal hygiene and attitude. See my blog on that - CDC’s and WHO websites links included.
      2. Whilst I’ll take care of myself, I’ll also help others wherever I can.
      3. I’ll not succumb to fear nor rumour, but search for the facts.
      4. I’ll maintain a positive yet realistic attitude.
      5. I’ll remember that others may not be able to cope and do what I can to help them be calm and centred.

2. Think Strategically and Tactically

Be able to see the big picture and understand that execution is as critical.   Be flexible and adaptable as you navigate between the strategic and the operational – be clear when to be strategic and when to be tactical.

Ensure that your operational people focus on operations and your strategic thinkers focus on their priorities.

Keep an eye on both, they’ll need your confidence and support, though don’t micro-manage!

3. Plan Inclusively!

Make sure your planning session includes the leadership of both strategic and operational areas and the leadership of other important stakeholders.

Remember that some stakeholders will have their own plans and you’ll need to ensure compatibility and boundaries where necessary.  Hence their involvement is crucial.

You require complete ownership of the plan by your entire leadership cohort.  Here’s my explanatory blog about that.   Here’s another blog explaining how to do that in more detail.

4. Communicate Effectively

The cause of most operational errors and calamities is ineffective communication.

The rules of effective communication:

1. Frequency – more and often is best!
2. Clarity – avoid complex verbosity – keep it simple clear and direct.
3. Check for understanding, by asking questions about their understanding.
4. Accuracy is essential - beware of ‘Chinese Whispers’.
5. Listen carefully at least as much as you speak.
6. Remember there is power in asking, force in telling and wisdom in listening – know when to do each.
7. Use technology to reach everyone.

 The following are based on a report from Dr Lisa M. Koonin’s webinar of 10^th March hosted by the Journal of Business Continuity and Emergency Management.

5. Business Continuity

•  Create a plan to monitor absenteeism.
• Cross-train staff.
• Extend working hours/shifts
  • Support tele-work/remote operations.
  • Provide IT support.
• Plan for school closures and cancellation of community gatherings.
• Establish alternative supply chains.
• Prepare priority services.
• Prepare for financial impacts – also government stimulus intervention.
• Discuss with insurance carriers.

Consider delegating aspects of the gathering of information for the above prior to creating the plan. 

6. Workforce

•  Protect the health of staff
  • Sick people stay at home.
  • Develop emergency leave/sick leave policies.
  • Increase social distancing (telework – work from home etc.)
  • Consider high risk employees – ask them to self-identify confidentially etc.
  • Discuss with health insurance carriers.
• Communicate plans to increase social distancing
  • Telework
  • Virtual meetings.
  • Cancel non-critical travel.
• Communicate with and educate staff.
• Engage in-house occupational health.
• Environmental cleaning.
• Plan to provide employee assistance – mental health pressure, grieving over lost family etc. 

7. Customers 

• Telephone messaging and signage
  • Use signage to ask sick people to stay away – unless a health care facility.
• Be ready for fear/anxiety, misinformation and community disruption (panic buying, fray etc)
• Educate where possible – remember there will be a recovery and your brand’s reputation is at stake. 

8. Community 

• Reach out to public health and emergency management services
  • Identify credible sources of information.
  • Collaborate on planning.
  • Create trusted connections ASAP.
• Explore community resources for response and recovery.

Conclusion

Finally, Dr Koonin advised that you should test your plan.

Consider rehearsing that which you can.

Dr Koonin further advised to take a layered approach, with multiple strategies for contingencies, superb communication, great leadership and flexibility.

This is a very fluid pandemic because of the many unknowns.

Respond wisely and humanely.

Stay tuned to your governments’ actions and interventions and factor those in too.

Stay tuned to your business partners and their plans.  Now is a time for collaboration and co-creation.

This is a test of your leadership and your humanity.

There will be a recovery and your and your organisation’s brand will be measured by your effectiveness, certainly by your staff and your customers.

Here’s an extra resource worth checking:  McKinsey: COVID 19: Implications for business

Stay well, lead well.