There’s no doubt about it – no one is more worthy of the title ‘frontline superhero’ than medics, working tirelessly to battle COVID-19 head on. Then there are the supermarket staff, teachers and delivery drivers, helping to keep our new topsy-turvy world spinning with their daily courage and commitment.
But what about the runners-up? In these unprecedented times, another group of people is slowly emerging – those able to leave a positive, lasting impact in alternative ways. We’re talking the entrepreneurs and leaders whose job it is to keep their companies afloat, pivot when necessary, care for their employees and ultimately, continue generating employment at a time when our economy is the only thing taking a harder hit than our healthcare services.
Burnout: the ‘other’ disease
On 28th May 2019, the World Health Organisation recognised ‘burnout’ as an occupational phenomenon in its 11th Revision of International Classification of Diseases. Coincidentally, 68 per cent of workers believe it’s their employer’s responsibility to look after their mental health.
Now, almost one year on, that challenge is more sizeable than ever before. Social distancing, illness, uncertainty and, in some cases, overtime to meet a new surge in demand are all contributing to additional stress for both employers and employees. The most responsible companies are recognising this and putting measures in place to care for their workforce’s mental stability, during a time when simply surviving is an achievement in itself.
From online coffee breaks to video conference quizzes, virtual workplace socialising is one way to provide employee support – an effective solution for scattered teams that we might see sticking once social distancing is no longer necessary. In the UK, the NHS has gone further still, equipping its staff with multiple digital wellbeing tools including free subscriptions to apps like Sleepio and Headspace – an initiative worth considering, not just now, but long after the pandemic is over, too.
Our clients operate in the field of medical devices but with many of their products designed for elective surgeries, they know their offering is not currently a top priority. Instead, they’ve been concentrating on strategising for the future, reshaping communication and marketing plans or organising staff training they wouldn’t ordinarily have time for.
There are some initiatives that deserve extra recognition. Medtronic Italy sent its employees to assist with setting up a temporary hospital in Milan while Neo Medical SA temporarily released their national sales manager, also a trained nurse, to join forces with medical professionals in Madrid.
What will be your legacy?
You happen to be the leader of a company that operates in a market that dropped dead. Cash will last only for so long, and cuts are necessary, inevitably resulting in off-boarding some, or even all, of your employees – only a drop in the ocean of tasks that you now have to perform urgently.
But if you want to be seen as a responsible leader and make a return to operations post-pandemic, the way you treat your staff now will set your employer branding at an all-new level. Look for opportunities to offer staff your support, check your network – perhaps, someone you know cannot currently keep up with demand and your team would be invaluable to them. Let them out or assist the transfer. Consider Scandinavian airline SAS, who had to temporarily lay off over 10,000 people. They offered their employees fast-tracked training into the health service to support Swedish healthcare.
To sum it up: nobody will blame you for the way you act right now. Everyone knows the score. However, if you keep your people – the beating heart of every organisation, pandemic or not – at your forefront, no matter what challenges you are facing, you might just become a small legend.
