Communities are built because of the active commitment of a small number of people.
Starting something, anything, with the masses in mind is nonsensical and counterproductive. Only a small fraction of the full potential audience is going to pick up your message, use it as trait to signal their identity, and spread it.
Your job is to find them and nurture them.
Should people continue working from home (or from anywhere) after lock-downs and social distancing are no longer necessary, the leadership pains so many complain about are just going to get more severe.
Little communication and transparency, lack of empathy, difficulties in sharing a common vision, finding ways to work together on problems rather than distributing solutions. All of this is going to feel even worst when you do not have the aid of common spaces, shared coffee breaks, chit chats with colleagues and informal conversations.
The world is going to need many better leaders.
There are a few things an organization should consider if they decide to release a statement, publish a social media post, say something about the events of these days.
First, make sure the words shared are considered and consistent. Nobody needs more rage, nobody wants your organization to use this to clean their slate or take the spotlight.
Second, understand that you will have to take a stand. Now is not the time for long sentences, ambiguous words, balancing acts, politics and public relations.
Third, appreciate that silence is just a fake option. You might decide against going public with your thoughts, and in doing that you are clearly signalling what your organisation stands for.
It is up to you to set expectations with those around you.
If you are a leader, this means setting expectations first and foremost with those you report to (upper management, executives, board). Expectations on what can be achieved, in which time frame, at what cost. Saying yes at all cost, whatever the reason for it, will just put you in a situation where all you can accept from those who report to you is a resounding and enthusiastic “yes!”. And a “yes” – perhaps not resounding, perhaps not enthusiastic – is all you are going to get. Ever.
It is the perfect recipe for failure.
Sometimes we mistake what we cannot do with what we do not want to do.
For example, we might say we do not want to jump in the water or dance or give that presentation in front of the whole team, while what we actually mean is we do not (yet) know how to do that. Or perhaps we feel unsure about our skills. It is not a matter of “do not want”.
Other times, we mistake what we do not want to do with what we cannot do
For example, if somebody offers a new responsibility, we might say we cannot take it as we are too busy, but certainly that is not the full story. We are most likely not very interested in the responsibility offered, or we do not want it because it might expose some of our weaknesses. In any case, it is not a matter of “cannot”.
“Do not want” and “cannot” are often used interchangeably, but they are well distinct.
“Do not want” expresses will, power, decision, acceptance. It is a brave decision, and a necessary one in many cases.
“Cannot” expresses an opportunity, incompleteness, desire, potential. It is a step on a long road, and you will get there eventually.
Using them for what they are enables our clarity and helps us focus on what matters (and of course, drop what does not). Do it with intention.
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