We simply have to come back to the corona-pandemic again – because it has created a situation that has never been seen before in our modern working world and numerous changes have been initiated as a result. From one day to the next, a situation has arisen in all companies.that are fast and equallyThis required prudent behavior at all levels and in all areas. Task forces and crisis teams were called up or had to be be deployed first. All employees had questions, sometimes fears, but in any case there was general uncertainty. This was the moment when hierarchies shifted and management took place in places that previously had no management responsibility.
Examples:
- Which digital solution will we use? The IT decides and implements.
- What hygiene and access rules are established? A crisis team makes specifications.
- How do we want to regulate communication in the team? Everyone follows the suggestion of a young colleague without management responsibility.
And so on. You can probably remember or still experience similar situations in your company on an ad hoc basis.
In other companies, and (also) this is shown by a Study “The Next Normal“ from Metaplan and Haufea contrary movement has developed movement has developed: Leadership through Hierarchies was strengthened, even if previously “leadership impulses were set from outside the hierarchyn”. A ucThis approach has works. The combination of extreme uncertainty and clear decisions has given the hierarchy new strength.
And now? How do we learn to find our way back to participation? n? Or, in the opposite case: How can the hierarchy secure its recapture formal power?
At this turning point – back to the past or off to new shores or the best of both worldsmany companies are currently facing. As always, we locate internal communication in these scenarios and see its role here as a supporter of positive impulses that can help the company in the future. whose Culture and elasticity. Resilience that is necessary to in in an environment of constant change.
You could do that:
- Initiate a working group or join join If this already exists, it should include an evaluation of the last few months. This must be done by interviewing employees, because that is where the experience is. Close coordination with and connection to HR is important and correct here.
- Talk to as many managers as possible to find out about their different experiences and positions. How has leadership changed? How are the managers doing? Where do structural changes need to be made?
- Communicate in important stages and organize organize the evaluation for all employees for all employees. This is the only way to ensure that decisions are ultimately understood and accepted.
- Create an opportunity to share opinions and experiences, even beyond the group of interviewees. The experiences of employees in relation to the last few months are intense and diverse. This requires space, from which you can also draw additional input for the future. The results can be used for the evaluation.
- Re-evaluate all IC measures and tools with a view to the changes in the corporate culture. What no longer fits? What needs to be created?
No matter, in which direction the management culture in yourcompany will develop – internalnternal communication can use its most important asset to point out necessary developments and to work together with other areas such astogether with other areas such as HR to initiate the right measures. Your most important asset is the ability to create genuine connection and trust through good communication. The basis for any functioning Relationship and organisation.
Copyright lead image: Erik & Niklas/Unsplash