Post-COVID: How Much Risk Will You Design into Your Life?

edwin-hooper-Q8m8cLkryeo-unsplashThe first wave of COVID-19 is crashing toward shore. If, and how many more, waves will follow during the coming years is anyone’s guess, but one thing is certain: the freedoms we once enjoyed may be changed forever. What will be the new normal? What will a virus-phobic world society look and feel like? I imagine we’ll make it up as we go based on our comfort levels.

Before we go further down the path, we need to answer an important question, because it will influence every decision that shapes the new normal. The question: how much risk are we willing to live with for the quality of life and freedoms we desire? If we don’t decide this up front, I’d bet we will make decisions, pass laws, and enact guidelines that drive us toward 100% safety and zero risk policies. And who doesn’t want total safety; it’s a feel-good place to be. But what’s the cost in quality of life, suppression of personal freedoms, sacrifice of privacy, and financial livelihoods?

If we decide how much risk we’re willing to live with, it will make it much easier to make important decisions in work and leisure. Some of the questions that businesses are wrestling with include:

  • How many people will be allowed on an elevator at one time?
  • Who, when, and how should employees be screened before entering the office? And what about visitors?
  • Will the much-dreaded cubicle concept finally be taken out by COVID as opposed to the research which showed how it cost businesses much more than it saved?
  • How much sanitation is enough to protect employers from employee lawsuits claiming the company was negligent in providing a safe work environment?
  • Where, when, and for how long will face masks be mandatory? Will we be required to wear them so much, they become fashion apparel much like a men’s necktie or women’s jewelry?
  • How many people will be allowed to congregate in the break room or have lunch together?
  • How will these policies be enforced?
  • What’s the repercussions for violators to policies?

Some of these may seem like tongue-in-cheek questions, but are they really? If COVID-19 is not one-and-done, but a virus we live with and have to mitigate as part of our world fabric, we need to get serious in asking ourselves the tough question. How much are we willing to give up in our lives and for what level of protection?


About the Author: Sandra Dillon is a professional life coach with an extensive background in leadership and business consulting. She has a passion to help people be the hero of their own life stories. She administers assessments, designs and facilitates workshops, and coaches both individuals and teams. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

 

People Operations: Are Your Work Rules Benefitting Your Bottom Line?

What would happen in your company, if tomorrow the Human Resource Department was replaced with a People Operations Department? Perhaps leadership might be taking the first step in transforming the culture by changing the labels and rules by which it hires and engages its employees. It might be taking on some of the best people practices that Google has innovated and field-tested.

Work Rules

Laszlo Bock, former SVP of People Operations, takes you on a journey of failures, successes, and celebrations within Google, as leadership tried to attract the best talent and ensure all its employees succeeded. The results? Hundreds of accolades including #1 Best Company to Work for in the United States and in 16 other countries. If you lead a business or any organization, you’ll want to study and learn from Google who delivers the latest research blending human psychology with behavioral economics.

Bock (2015) shares the people strategies and tactics that leadership can use to lead their employees and teams to higher engagement, productivity, satisfaction, and reward. Google’s stated mission is to organize the world’s information, and in this case, they decide to design, collect, organize, and interpret data using its own 55,000 employees spread over more than 70 countries. Several of the more well-known business conclusions Google was able to prove:

  • You can learn from both your best as well as your worst employees,
  • You should only hire people who are smarter than you in some way, no matter how long it takes to find them,
  • You shouldn’t rely on your gut but use data to predict (Some may consider this one controversial).

The three Google lessons that are not mainstream business thinking but may make a difference in how well your company performs include:

  • Taking away managers’ power over their employees: Hiring, firing, promotions, and salary actions should be done by a committee using transparent data with managers only held responsible for coaching their direct reports to succeed in their work.
  • Paying unfairly because it’s the fair thing to do: Employee performance typically does not follow a bell curve, but a power curve. Your best employees should be rewarded multiples over your average producing employees.
  • Giving your employees more freedom than you’re comfortable with: Trust your employees more.

You might be saying, “These concepts would never be put into practice in my company.” That may or may not be true, but the challenge for all leadership is to be thoughtful enough to make the hard decisions that can champion change and spur their employees to collectively produce at the next level. You’ve likely heard the old saying that idiocrasy is doing the same thing again and again and expecting a different result. How does your organization need to change in how it leads people to get better results?

Is now the time to learn from actual field results and try to see how these concepts can work in your organization? I encourage every employee, supervisor, manager, and leader to pick up this book and find one or two concepts, rooted in research, that can be applied in life and in business to engage others more.  It’s easier and cheaper to learn from the successes of others who have paved the way.

Reference

Bock, L. (2015). Work Rules: Insights from Inside Google That Will Transform How You live and Lead. New York, NY: Twelve Books.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales. She coaches individuals as well as designs and facilitates workshops. She has a passion to help organizations engage all their colleagues. You can learn more about Sandra by visiting her website at www.shinecrossings.com.