When the COVID 19 pandemic first emerged, many of us in the developing world thought that the virus was just another “flu bug” which would have little if any impact on our lives. However, after over two (2) years of different forms of lockdowns with their devastating impacts on several individuals, families, and businesses, it is imperative that one not only survives but works hard to thrive.
The difference between these mindsets has proved important in these turbulent times, especially for small to medium-sized businesses like Imprint (U) Ltd. Surviving is doing what is necessary to live; whilst thriving is not being satisfied by just surviving but reaching above this to make continual progress. A thriving mindset is defined by continually challenging oneself and making the best of a difficult situation.
Reflections from a former POW1 Ralph Galati of the infamous Hanoi Hilton during the Vietnam war teach us important lessons on how to best adapt to survive and thrive in environments like the COVID 19 aftermath, where one has little control of their environment. Galati indicated different outlooks that his colleagues had during their predicament, which could resonate with how some individuals have reacted to the COVID 19 pandemic:
- Finding false hope that on a certain date, things will return to normal and they will be back in the “good old days”. The challenge is that every time one of those predicted dates comes to pass without ushering in the expected return to normal, these individuals lose a piece of themselves.
- Losing hope altogether and feeling like the sky is falling and that the world as they know it is coming to an end.
- Finding resilience by accepting the new reality and facing the brutal facts that it is no longer business as usual; without losing hope that things will get better (a concept articulated by Admiral James Stockdale called the Stockdale Paradox).
Finding the resilience to survive calls for leadership at all levels within the organisation, as described by John Kotter in his article titled “What leaders really do”. Kotter uses a simple military analogy that argues that at peacetime an army can usually survive with good administration and management up and down the hierarchy, coupled with good leadership concentrated at the very top. However, during wartime such as the recent COVID 19 pandemic, an army needs competent leadership at all levels.
Leadership at all levels will enable entities to thrive during these turbulent times by;
1) setting a direction or clarifying their vision and the strategies for producing the changes needed to achieve that vision;
2) aligning people by communicating the new direction and creating coalitions that understand the vision and are committed to its achievement; and
3) motivating and inspiring people to move in the right direction, despite major obstacles, by appealing to the basic human values and emotions.
Each of these leadership attributes can be adapted to suit the level of responsibility that each individual has, be it at the executive strategic level or tactical operational level.
Therefore, continuing to do what was done yesterday, or trying to incrementally do it better, is no longer a formula for success. To survive and thrive in a turbulent environment requires leadership at all levels that is willing and able to face the brutal facts and effectively manage the change accordingly.
Dr Jeff Sebuyira Mukasa
BCom, FCCA, MBL, DBL
Jeff is the CEO of Imprint (U) Ltd and is a capacity building expert with strong business leadership and financial background; he draws from his vast experience within the private sector to build both individuals’ and organisational capacity.
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