Don't stand still

The solution is right under our noses. The “new normal” emerges from the positive experiences of the COVID-19 era—and that’s it! That would be a bit short-sighted. After all, the experiences of the past few months are the starting point, not the end of the discussion about what the “new normal” might look like and how it can take shape within a company. 

We should take “progress” literally: actively moving forward. And right now, moving forward means more than just capitalizing on the lessons learned from the COVID-19 crisis. It means deepening new skills or even adding new ones. The window of opportunity to take further steps is wide open right now. At the same time, we’re all exhausted—after the efforts during the pandemic. So much has already been implemented, so much energy expended, and so much dedication shown. And now we’re supposed to go even further? Let’s finally catch our breath!

Standing still is a step backward 

This knowledge is not always followed by action. This is true even in “normal” times. That is why one of the key tasks in change management is establishing a “sense of urgency” and a “case for change”—that is, the urgency and necessity for further change. In the current situation, therefore, it must be clarified—first within company leadership—why we should move forward now toward the New Normal. What are the potential benefits of not just gathering experience, but rather thinking ahead and taking further steps?

One reason could be that while some new methods have been introduced—for example, in collaboration—old patterns do not automatically disappear; rather, they can become influential again, such as how leadership is understood and practiced. The exceptional circumstances of the COVID-19 pandemic can serve as an argument for returning to tried-and-true methods.

The very act of moving forward may already serve to prevent a relapse into old ways.

Creating incentives

Moving forward should, above all, be one thing—a source of joy in what the future holds. After the past few months of constant uncertainty, we need more than just a faint light at the end of the tunnel. Positive emotions play a major role in the current situation, for every individual and every organization. That is why we need incentives to move forward.

Incentives must be tailored to the current situation of the workforce and how the COVID-19 pandemic has impacted them. We shouldn’t overreach. At the same time, the initiative should come across as sincere. Approaches for effective incentives can include attraction, engagement, and recognition:

Attraction: The prospect of moving forward should be compelling. Concrete and relevant images of what the new reality might look like increase the appeal. There is much that can inspire us right now—except for yet another set of rational arguments about why something must be done and what the plans look like.

Activation: Finally getting out and away again. That’s how many people feel. In the same way, managers and employees can be motivated within the company. A change of scenery can work wonders, for example, meetings in rented streetcars or other unusual locations. Ideally in newly mixed teams and in direct contact, as much as possible. 

Recognition: Spontaneous and unexpected recognition often works better than an expected bonus—ideally something tangible like a book or a bouquet of flowers. And not just after a great performance. Rather, also for the first steps, if those are important for making any progress at all.  The more dominant negative moods become, the more important it is to reinforce positive emotions.  

With the right incentives, moving forward becomes exciting and standing still less appealing. Through strategic competency management, the New Normal can go further than expected.