The epidemic of COVID-19 is still growing. Now is the time to focus on efforts that support a return to work and address the necessary changes in the coming months. This is how organizations can begin to make that shift, from mobilization to stabilization and strategizing during this period.
Reality of the current pandemic
This is in our culture as company leaders to be willing to grow our company creatively, with the desire to resolve roadblocks. Our agile thought, though, is not invincible us. In September, we should never have anticipated that our foreign world today will encounter a pandemic that caused us to divide and would effectively shut down our economy. We find comfort in our routine, a way of life that is upgraded over recent weeks, business owners or not.
CoVID-19 is here and it is appropriate to stress the financial state of your organization, worrying about the well-being of your staff and worried about the future whether your business is considered necessary or not. We will accept that COVID-19 poses obstacles; however we should take up the chance as with difficulties and create new pathways. All starts by discovering means of relieving tension.
Society was not most probably prepared for COVID-19 uncertainty. Problems require answers, but when the problem is invisible and mutating they tend to get muddled. In our opinion, insecurity is a risk, inducing a degree of panic and stress that impairs our desire to remain at the same level. Uncertainty overruns our stress response because we overestimate and underestimate our control of both COVID-19 and our general response even in the most minuscule changes in our lives.
Creating a new norm
Establish a new Norm and now we can create a new roadmap for COVID-19 where we have all the confusion it will carry in. Creating a strategic action plan allows you to organize instead of to stress. If we have action-oriented courses towards COVID-19, the financial results are better controlled. Do not reconstruct your goals for your organization while developing a new business strategy; rather, view this proposal as establishing an emergency backlink within the framework of your organization.
Make a list of barriers to your company because of COVID-19, evaluate your financial reports and results, and focus on your particular concerns regarding your potential clients and working citizens. To keep your company safe, please ask yourself whether you’re planning should cover:
- Is my service treated as an important facility?
- Where do I hold my business running remotely?
- How do I do with my staff’s reduced work?
- My company struggles to fulfill financial obligations (production, lease, etc.), can I delay payments?
- How can I keep paying my staff?
- When my service is not required, how can I maintain customer relations?
- What will I do after COVID-19 for new customers?
Remote work, but don’t fail to communicate
Although planning can be done to try to create a new normal, we still need to keep some of the normal working days at home. Maybe we worked at home when we were sick before, but we’re used to dress up and work. When we emphasize COVID-19, we presumably discuss how the efficiency of our companies is impacted. In each aspect of your business and personal life, try and find a new positive strategy like finding an internet marketing consultancy expert to help you with digital strategy which can to be adapted.
How will this new paradigm prosper your business? At the other side, that same research showed that the productivity of the workers failed to take on more demanding assignments. When the work is moved to telecommuting, it gives your staff a sense of relief when they know that things continue to work. Discuss how many times the team will meet face to face, not just on work-related problems but also for conversation and well-being in general. Video calls reduce sentiments of isolation and make everyone feel they are not alone. Face-to – face conversations.
Communicating includes not only conversation, but also communication of work and home limits to fuel efficiency. One is that you don’t need to dress up in official dress, but by changing into an outfit it will increase production energy in public to make you feel less distanced from the real world. Encourage yourself and your colleagues to define a workplace atmosphere in which you can hold your job and life apart. Keep working hours clear so that you can communicate efficiently and in collaboration with your employees and customers.