Thinking That Transforms
As a strategist and researcher, I have long been fascinated by how values influence human behavior. They guide our thinking and actions, and relationships, and how we see ourselves in the world. They also tend not to waver, taking years to change in meaningful ways.
As the world slowly emerges into the next phase of life with COVID-19 pandemic, many will feel a sense of relief and freedom. There may be a sigh of relief that we are moving forward and that we are alright – the worst is over. But the truth is, we will all be impacted by the reality of a new way of life as we watch and wait to learn what the Fall might bring.
Today is supposed to be Take Your Daughters and Sons to Work Day in North America. The concept is to connect what children learn at school with the working world in an effort to enable them to discover the power and possibilities associated with a balanced work and family life. For many of us, this year, Take Your Daughters and Sons to Work Day has evolved into Take Your Work to Your Daughters and Sons MONTH -- working at our kitchen tables with babies grabbing at our keyboards and preschoolers building Lego structures under our chairs.
Last August, 181 CEOs signed the Business Roundtable’s updated “Purpose of a Corporation” statement, committing to lead their companies for the benefit of all stakeholders, including customers, employees, suppliers, communities and shareholders.
Eight months later, amidst one of the world’s worst pandemics, this commitment is experiencing a radical pressure test.
March quickly became a time filled with uncertainty and confusion. The progression of the COVID-19 pandemic seemed to happen rapidly and without warning (despite the U.S. watching the situation unfold overseas for months), and that left the American public in an unprecedented state. The trickle effect to brands and marketers has caused many companies to quickly press pause on all proactive efforts.
In the world of crisis communications, PR professionals do deal with tough stuff: bankruptcies, hostile takeovers, C-suite overhauls, product recalls, scandals, major legal judgments, regulatory rebukes, layoffs, restructurings and worse.
But do any of these experiences matter much in a pandemic?