Michelle Taylor, CEO of BETAH Associates, leads communications and event-management initiatives for clients.
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When Covid-19 emerged as a public health crisis unlike anything we had experienced in our lifetime, many business owners were caught off guard. Some got stuck in a state of panic, not knowing what to do about the growing list of health and business concerns — from safety protocols and supply shortages to staff layoffs and work-from-home logistics.
At first I panicked as well, contemplating these unprecedented challenges, but then I remembered four words I learned from my mother, founder of BETAH, the company I now lead: “Don’t panic. Just prepare.”
The first time she shared this wisdom with me, I was preparing to deliver a professional development presentation for a large group of influential women — and I felt anxious and uncertain.
What could I offer them that they didn’t already know? Who was I to present a program on how to live life to the fullest when I was still figuring things out? What if I failed? What if they saw me as an impostor? What if, what if…
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I came up with every excuse for why I wasn’t ready. My mother allowed me to rattle them all off, then said pointedly, “Don’t panic. Just prepare.”
That’s it? That’s the solution to my angst? At first I was annoyed at the simplicity of her advice, but in the days that followed, I allowed it to sink in. I began to do what she suggested: I stopped panicking and began to prepare. I developed a plan for presenting the information. I considered the audience and created a list of benefits for them. I shared my ideas with others and used their feedback to improve my presentation.
Since then, these simple yet profound words have become my mantra, helping me overcome obstacles in my personal and professional life. Following it is what set BETAH up to survive and even thrive during the pandemic. Here are five steps you can take to incorporate it into leading your organization through difficult times.
1. Listen and verify.
How do you tend to make decisions? Do you rely more on your intuition or hard data? All leaders have to find their own particular balance, but there is something to be said for listening to your inner voice.
When I received an email in late January 2020 from local officials about an increase in diagnosed cases of what we now know as the coronavirus, I paid attention to both the facts and my instincts. I didn’t know yet what the virus meant for our business, but I understood it could be important.
When making a decision, verify the factual information and evaluate how you react to it. What do you know? What do you feel? Both offer valuable insights.
2. Rally the troops.
After I read the email, I was uncertain about the impact the virus would have on our organization, so I forwarded the message to my operations and HR managers and asked them to research it further. I wanted us to consider our options for employee engagement and business operations if the situation were to escalate.
When faced with a tough dilemma, turn to other leaders on your team. Ask for their support and expertise as you decide on the best plan of action.
3. Make a plan.
To divert panic, our leadership team began to prepare a plan. We quickly formed a “Covid Comms Team” with representatives from communications, HR and operations. As a result, we were able to mobilize as a team, prepare remote work environments and communicate with transparency.
Gather key leaders and as much information as you can, recognizing that it will inevitably change, and make a plan for the immediate future. Identify the next best steps you can take, and set them in motion.
4. Embrace the pivot.
BETAH was already a hybrid with many employees working remotely. As the crisis gained momentum, we made the tough but early decision to close our headquarters and move to a 100% remote work environment.
We also made changes to our business model. Pre-Covid, one of our business solutions was in-person conference management. We pivoted to digital event management, offering training and helping clients transform on-site meetings into virtual events.
Find ways to support your clients and their changing needs. Identify what their current pain points are and how you can help solve them. What lessons have you learned from similar challenges? What changes have you implemented that could be valuable for them as well?
5. Stay engaged with employees.
This past year, it has been crucial to recognize the tremendous amount of stress our employees are under. Work-life balance disappeared overnight, as all activities moved into the home. Parents with young children had to juggle caregiving and work, adjusting their schedules to account for remote learning, meals and nap times. Those who lived alone had to manage the stress of isolation and lack of social outlets.
Our team embraced the idea that socially distanced doesn’t have to mean socially disconnected. We developed consistent forms of communication, held virtual lunchtime mixers and encouraged project managers to stay as engaged with their teams as possible.
Be adaptable and compassionate as you try to stay connected with your team. Try to understand what challenges they are dealing with in their personal and work lives. How can you make your policies or hours more flexible? How can you create a culture that is open, honest and supportive?
The mantra that I learned many years ago is not particularly innovative, but in a crisis, we sometimes forget the simple truths that will help us get to the other side.
As a business owner, you’ve probably survived your share of crises, yet 2020 may have presented the most daunting challenges to date. Draw on the experiences that have helped your business become more creative and resilient. As we move through this year and beyond, take time to apply these lessons and remember: “Don’t panic. Just prepare.”
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Author: Michelle Taylor, Forbes Councils Member
