Threat adaptive cultures are vital if companies are going to survive COVID-19

In a threat adaptive culture, when it comes to combatting the spread of COVID-19 there is no room for complacency and silence. Leaders within an organisation need to adapt and make crucial decisions quickly.

The question is, how does this new culture happen within an organisation?

1. Candid dialogue around crucial issues: There is no place for the belief that power trumps truth. Silence creates a lag in decision making and allows for employees to feel that honesty does not have a place within the organisation. Employees should feel that they can say what needs to be said without retaliation.
2. Accountability: For organisations to implement life-protecting behaviours, and for decisions to be made and implemented swiftly, a culture of accountability across all levels needs to be encouraged. All employees, regardless of status, need to be 100% accountable for their own actions, and 100% accountable for correcting others when they stray from these new healthy norms. Employees should feel safe enough in their work environment to be able to talk to others about their negative behaviours.

“Organisations need to start implementation as soon as possible as resetting the norms will need the acceptance of all employees in a psychologically safe environment,” says Vermaak.

By implementing these needed changes, an organisation will benefit in the following ways:

• Working in a virtual office requires leaders to make quick, concise, and effective decisions. They need to analyse the organisation’s immediate needs, ensure the involvement of key role-players and execute swiftly.

Asking the following questions, will aid the decision making process:

• Decision rights – is this a command, consult, consensus or voting decision?
• Boundaries – what time limits do we need for deliberation?
• Stakeholders – who is key to getting it right and getting it done?

Encouraging candour during these discussions eliminates any potential obstacles and helps all to acquire better decisions making skills going forward.

• Feeling safe, for both employees and customers, is vitally important. Employees who don’t feel safe won’t contribute; customers who don’t feel safe, won’t buy. It is up to the leaders to make sure that all decisions regarding physical and psychological safety are implemented and are consistent in their application. Universal accountability will play a role among employees in ensuring these applications.
• Virtual workplaces need candour when it comes to making sure that everyone is pulling their weight and making it work. This is the time where leaders and managers cannot let poor performance slide, and teams avoiding conversations that need to be had. Leaders need to be able to have candid conversations in order to make decisions and manage performance.

“Culture helps guide organisations during times of change. There is no better test for the strength of your culture than a challenging, chaotic and uncertain time,” concludes Vermaak.
For more information visit The Human Edge website