Never waste a crisis

People will one day ask us what good we did during this coronavirus pandemic

To my core team (and anybody else who wants to peek):

The famous saying, “never waste a good crisis” last seen during the 2008 financial crisis is doing the rounds again. We are in the midst of a new crisis, the deepest one for a long while, and the end is not yet in sight. So what more ideal a time than now for businesses and organizations to recognize the moment, reinvent themselves, and turn a crisis into an opportunity?

If only.

Businesses and the people behind them do not suddenly rise to the occasion.

A crisis kindles fear, pain, confusion, change and uncertainty, which, in turn, provides the fuel for a very stressful environment - and stress, as anybody knows, will bring out the best or worst in us. Organizations behave in real time according to their values, and values generally follow the examples set by leaders: us.

Businesses that exploit workers for profit will be the first to consider mass lay offs of their employees. Organizations that do not have a cohesive leadership culture internally devolve into petty squabbles, finger pointing and circular discussions. Bureaucratic institutions without clarity of purpose will pay lip service and their actions and responses will feel hollow.

We must be different. Values are action at work, and since we’ve (I’ve) preached a lot in the past about our values, our actions in the next months will determine if our six values were ever more than nice talk.

But why and what’s the point?

It’s bigger than survival, though that is obviously a given.

It’s beyond just building a more resilient business, though that is an added benefit.

I believe we exist to answer the question:

With the resources and infrastructure at our disposal what good did we do with it during this unprecedented period?

I want us to be able to answer honestly with the following three responses.

Number 1: we took care of our team

• We kept the team engaged, informed and reassured
• We did not engage in any involuntary layoffs
• We sacrificed from top down so those earning below a threshold did not have to experience a cut in pay, allowances or benefits
• We engaged our partners, and helped them alongside ourselves
• We were vigilant to ensure safety of our frontline team, from air operations to delivery drivers
• We acted with compassion to help colleagues and their families who may fall under unfortunate circumstances during this period
• We let those whom no longer fit leave with dignity

Number 2: we quietly rallied for customers and suppliers in need of our help

• Solving supply chain issues and delivering millions of masks, PPE, hospital beds etc. is the least we can do for the communities we are connected to
• We creatively engaged customers to help them with their problems
• When prompted we acted with urgency and as honest brokers
• Repurposing our tech to deliver food, fresh produce and essential items is helpful to small businesses, volunteers who deliver and for customers stuck at home
• Local businesses need a crucial lifeline, and we used our assets to amplify their earnings and their causes
• We treated smaller suppliers fairly
• We do not court PR; we let our actions speak for themselves

Number 3: we emerge with a clearer idea of the future

• Our capabilities and skills as an organization have dramatically expanded
• We can explain with conviction what we do
• We do not pretend to be what we are not
• We have a path to grow with wider market impact
• We are seen as a credible and caring member of the community
• There is more accountability within the team
• The next leaders within Teleport step forward

So, while we remain in extraordinary times with only a hand-drawn map and a broken compass, we should at least know the reasons for why we toil and sweat.

Why we push to do great work and aim high.

Why we volunteer to put the team before ourselves.

Why we choose to step forward.

Why we do what we do.

Why not?

Pete