- During the first wave of the pandemic,
it wasn't just about coming up with new ideas
to save your business
or helping people configure viable workspaces at home
or safe new routines on site.
It was about adapting
and making those theoretical solutions work,
getting them accepted
and established and practiced effectively.
Much is still in flux,
which makes it easier to start a new activity
because we aren't stuck in long established routines.
Otherwise making a big change or launching a new idea
can be daunting.
We fear failure, ridicule.
Will it work? Will we get the result we want?
Instead, we resist, doubt and stall,
thwarting successful deployment of the new initiative.
The first step for stimulating more adaptability
in your group is to enable digitized workflow.
So each step has been identified and logged.
For example, when digital invoices are generated,
exactly how are they named, who do they go to
and where are they stored?
Then any process can be modified
and adjustments fully supported technically,
reducing the strain of possible changes
on human participants.
Cultivate open-mindedness,
inspiring people to be curious about new ideas,
aligning, communicating with those with flexible approaches
who develop them.
This facilitates a new initiative's introduction
and acceptance, prompting employees
to consider the benefits and suitability.
"Seems like it could be good option."
"Let's give it a chance."
And you get the opportunity to put it into practice,
at least (chuckles) to test it.
Use trial and error with a test phase purposely scheduled
to get employees experiencing a new idea
or initiative themselves
and encourage them to consider the benefits.
"How much easier would my life be
if this were fully implemented?"
Which stimulates their willingness to adapt
and commit longer term.
During this period, it is also important
to encourage employees to participate
in suggesting improvements,
offering their feedback and possible modifications.
Their adaptability is facilitated by their contributions,
which give them a sense of ownership
of the version that is ultimately rolled out
and its positive future results.
This approach is accompanied by a shift in mindset
that is important for greater adaptability,
that your team has a safe space to experiment.
Take reasonable risks and knows that you forgive failure.
Not everything is going to work.
And these days, an attitude of continuous learning is vital
so employees feel comfortable to explore and refine,
try something out,
but then also return to the drawing board
without fear of retribution.
Otherwise, creative contributions are constrained
and people work only within guidelines they see
as acceptable.
This is not the time to be limiting innovation
at your company.
To keep yourself and others ready to adapt,
it is also useful in different ways,
deliberately at intervals, to mix it up
and change how you run a meeting, approach a talent,
or start your day to show your team, and remind yourself,
that there isn't only one way, and it's good to experiment.