BEYOND

DIVERSITY &
PANDEMIC
STAYING IN BUSINESS

WHEN ALL HELL IS

BREAKING LOOSE...
Partner wi th the Leadershi p and Di versi ty & I ncl usi on
practi ti oner that' s l ed successful l y, navi gati ng the
pri or cri si s of ' 08 to tri pl e di gi t revenue i ncreases at
the fi fth l argest bank i n the US.

COVID-19. CIVIL UNREST.
WHEN ALL HELL IS
BREAKING LOOSE...
BY KEVIN D. WRIGHT
Are we "going to hell in a hand
basket?" Are people in hell drinking
ice-water? It is a moment of civil crisis
and the pandemic has not only
disrupted lives and livelihoods but
businesses as well. Businesses are
struggling to survive by controlling
costs and maintaining liquidity, but
unfortunately many have and continue
to fail.
No real surprise here, since roughly
70% of all business change efforts
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fail even without all of the unexpected
mayhem. A majority of the successful
30% have their change process taking
longer and costing more than
anticipated. A few succeed and the
secret lies in the ability of
management to provide focused
leadership during crisis and change.
The following are three key points of
focus and over-communication during
crisis and change:

REMEMBER WHY
YOU'RE IN THE FIGHT
Purpose – Why are we here?
When you started your business, there
was that problem that you identified
and realized was big and valuable
enough for people to pay for the
solution that your business would
provide. Being consistent with your
firm’s authentic purpose is the only
way that your business will profit,
succeed and survive during a crisis.
Why does your business exist beyond
the selling of products or services?
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Beyond the focus of revenue
generation and growth goals, it's the
same purpose that inspires your
employees to deliver and excites them
to come to work every day. This is very
important because in a time of crisis
like a health pandemic or threat like
racism, which is now being declared a
public health crisis, it will take more
than just a good wage for employees
to report and work with zeal. When
was the last time you reminded your
team of your organization’s purpose?
Now more than ever, you’ll want to
consistently communicate this.
 PAGE 04

Strategy - What do we do?

A strategy is simply the steps

that you intend to execute in
order to achieve your business

5 SIMPLE purpose. Your business exists

because you want to serve a
specific purpose through the

QUESTIONS provision of certain products

and/or services. Analyze your
strengths and capitalize on
them, because thy define your
competitiveness. Know your
target market as well as identify
the business model that will
create, deliver and capture
value. A clearly defined business
strategy will make it possible to
develop and achieve growth as
well as meet your business goals
as a leader. There are five core
Dimensions to strategy, which I
cover succinctly in my
book Better Results.

FIELDS – WHERE YOU

INTEND TO COMPETE
NETWORKS – WHO WILL
HELP YOU WIN
DIFFERENTIATORS –
WHY YOU’RE THE TEAM
TO BET ON
SEQUENCE – THE STEPS
TO WINNING
IMPACT – THE VALUE
YOU CREATE
HOW YOUR ORGANIZATION
BEHAVES IS PART AND PARCEL
TO YOUR COMPANY'S SURVIVAL
Culture - How will we act &
persevere?
Your business culture is the true
character of your organization, which
is defined in terms of values, goals,
attitudes and practices. This includes
how the employees interact with
leadership, how you carry out your
business transactions and the traits of
the people that your organization
hires among other aspects. Quick
question, “Does your organization
mirror your market?”
Since human behavior is affected by
knowledge and experiences, it will be
hard to build a team if there are
mistrusts or disparate treatment
between the employees and
leadership or among the employees
themselves.
Sharing just a few facts, most White
people (87%) don’t believe that racial
discrimination happens at their
workplace, but almost half (49%) of
Blacks do according to a recent
Marketwatch, report published this
month. While 35% of Black HR
professionals said that racial 
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inequity was happening at their
employer, only 7% of their White
counterparts agreed and 33% of Black
workers reported not being respected
at work, while 18% of White workers
reported the same. These are frankly
very wide differences in perception.
The absence of mutual respect,
coupled with racial inequity at work
undermines the business purpose by
killing the productivity of employees.
The behavior of your organization, the
way you show up as a team and the
manner in which you present your
products, services and strategy to the
market place defines your culture and
the ability of your business to remain
strong in a time of crisis or change.
Unfortunately, there is often two very
different perceptions when polling the
people of organizations. Could your
unconscious bias be painting a rosier
picture of your culture? Have you
polled your organization for a true
take on where you stand? And I don’t
mean calling the people you typically
ask into your office to gauge their
perspective.
 PAGE 06

SUCCESS DEPENDS ON THE LEADERSHIP

When faced with imminent crisis and change, it is

hard for both management and employees to be
motivated, especially when the fear of death,
income loss and business failure is real. This
distraction, if not overcome, has the ability to shift
focus, kill teamwork and bring productivity to its
knees.

This is a time when true leadership is tested.

Leaders who show resistance to change will likely
not have their employees leave the firm
immediately in this time of uncertainty. However,
they may actively checkout. They’ll arrive everyday
like usual. But they won’t be fully present and
they’ll spend their time and discretionary effort
dreaming of the day the labor market gets more
stable so they can find a new job. Or even worse,
they’ll stay checked out but stay inside your firm.

As I always say, “Leadership is personal.” Leaders

have to make the time to connect, engage and talk
with the people of the organization. Town Halls and
Team Meetings are necessary more than ever to
reiterate the organization’s purpose and share how
in these crazy times you’ll collectively bring the
organization’s strategy to life. Then go about
executing, over-communicating and building a
strong, equitable and inclusive culture.

Stay safe. Keep the faith.

Ke vi n

www.aeriisinsights.com - kwright@aeriisinsights.com - (952) 207-5229