Nothing will ever be the same again. How we think about ourselves, our families, our friends. How we connect, how we work. What we value, whom we value. What we’re prepared to sacrifice or forego, and what fulfils a basic need.
This will be how our time is remembered. Everything will be pre- or post- in a way that we can’t comprehend and could never have imagined. Any more than people living in the 1920s and 1930s could have imagined their time would be talked about as “between the wars”. [Imagine the dread, if they had known – that after the devastation of “The Great War” as they knew it, there was another to come…]
With such a seismic shift, and a world economy that will take years to recover, the business decisions we make will also change. Businesses that have just hung on will find the road ahead a tough and bumpy one. Even seemingly strong organisations may find that their customers have moved on, priorities changed. Jobs that seemed “essential” in their own way before may simply cease to exist.
Across our country we are already seeing that small businesses are really struggling. The independent coffee shop which may not ever open their doors again, the small theatre, the local pub.
And even the big boys will creak, across the board. Of course we’ll lose a couple of high street stores which were holding on by their fingertips anyway; maybe an airline or two won’t make it back. But every business will be affected. There will be unemployment – already we see people who used to walk down the aisles of intercontinental aeroplanes stacking shelves in the aisles of the local supermarket.
It doesn’t feel like a time for trying something new, for innovation. Certainly not a time for risk. It’s a fact of life that, in times of financial struggle, many companies – big and small – will be tempted, encouraged, mandated even, to “play safe until things settle down”.
Let’s go with what we know. Don’t rock the boat. Low risk, yeah?
In this context, is there time or space to be thinking about this diversity stuff? Really, shouldn’t we just come back to that when things are a little more settled?
Especially when it was kind of hard to practically implement anyway…
And we’ve all done the unconscious bias training and had those rainbow flags up for Pride month…
In her book Forged In Crisis [it’s very good, I’d read it if I were you] Harvard history professor, Nancy Koehn, describes crisis as a “crucible” for courageous leadership in turbulent times, where the means may be flexible but the end has more dedication and determination than ever. Great leaders are born from necessity in a crisis.
And innovation is born from crisis and tension too. The Renaissance (French for “re-birth”, of course), an explosion of art, literature, and learning across Europe, came out of the crucible of a culturally barren and brutally war-torn Middle Ages. The incredible advanced of the second half of the last century came, in part at least, out of the crucible of a world decimated by two wars.
Our world is shaped by its crises. Always has been. Ask the dinosaurs.
Perhaps in a world where everything is new and different and nothing will ever be the same again… perhaps that’s actually somewhere that we need new thinking, new ideas? New ways of solving new problems?
So in this context, isn’t the real risk in trying to recreate the old? In reverting to what used to work, what used to make sense, before everything changed?
When everything is up in the air, the ability to adapt to ambiguity is the most precious quality we can hope to find. Innovation isn’t about sameness, it’s about newness – new thinking, new outlooks, new ideas. You don’t get that by trying to recreate, reverting to conservative, non-inclusive, type. You get that by embracing inclusive thinking, creating the environment for a diversity of ideas to flourish.
We all know that it’s difficult to make room for diverse thinking – it takes time, and effort, and active decisions, and it often comes down to committed individuals driving initiatives on their own time, crowd-sourcing/funding their activities, using their own energy.
So this is a time that those committed individuals should look to assemble like-minded people around them, to connect, convince and then collaborate in new ways. To lead us out from this crucible.
A clever dude with a beard* once said:
It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change*Sir Charles Darwin, On the Origin of the Species, 1859
Responsive to change, eh?
Feels like right now we might actually need a bunch of people with different ways of seeing the world to help shape a new world, doesn’t it?
Now, dear leader… go and lead.