If I summarize the article in a few words, the conclusion is too simple for words:

If people don't see each other, if people don't know each other, spreadsheets and KPIs take over. People then respond to the stimuli they receive through this route. They adjust their behavior accordingly; from an inward focus.

CAUSES OF COMPLEXITY

Am I missing the point when I say that we have seen this happen in many places in 2020 – even outside the financial world?

Hard work, often at a distance, with an inward focus. And that's not surprising. Take a look at 'job titles' and their influence on the whole within organizations.

– the Sales Manager – is busy managing sales.

– the Financial Manager – is busy managing the finance.

– the Logistics Manager - is busy managing logistics.

– the Production Manager - is busy managing production.

Do you see the picture?

It is as if people within their organization work very hard on their own square meter.

Before you know it, customers have become faceless and reduced to a customer number. Digitalization is accelerating this. Let me be clear, we can be happy with the development of digitalization, it is just good that it is there. I wouldn't know how we can successfully get through the current COVID19 period without digitization.

Yet there is a danger that should not be underestimated if people focus more on their own internal world in B2B processes. An increasingly inward-oriented organization will emerge, with the highest aspiration; the short-term financial result. 'Because if our direct manager is happy and the shareholder is satisfied, then we can continue working in peace in these hectic times', or so we think.

WAKE-UP CALL

Fortunately, more and more people are discovering that we have 0% influence on trends. Just look at COVID worldwide, what direct influence did you have on that?

This same list includes - Centrally made decisions by customers about how their employees may maintain contact with suppliers - The current government measures. And then we haven't even talked about Brexit, Global Warming, the US elections... Let's continue?

Yet there is hope. You have 100% control over HOW you deal with a situation.

A frequently chosen option in 2020 was to take shelter - close the hatches and let the storm blow over until better times. To have a sense of 'hold on' and 'control' you saw the following actions:

1. More focus on KPIs (key performance indicators)
2. Strong focus on the short term, because we don't know whether we will still be there tomorrow. Moreover, in many companies there is no unwillingness not to look ahead. The increasing issues of the day are prevalent in many companies.
3. People who keep their streets clean under the motto; 'If there is a reorganization, I will survive' - but in the meantime they lose sight of the bigger picture -

The result was that many DT and MT were forced to fall back into the more directive leadership style of 'command and control'. Making decisions, taking actions to gain speed. Understandable, but not always wise if a crisis lasts too long. If you restrict employees' autonomy, this will initially encourage resistance, then progress to the phase of dissatisfaction, followed by major divisions within the group.

WHAT IF THE WORLD PERMANENTLY CHANGES?

Then it might be wiser to ensure that 'all hands are on deck'. Keeping the ship straight on the rough sea by making optimal use of all available options, involving and deploying all crew members with their talents. So all of us, not just the captain, together with part of the crew.

Discovering the resilience of the organization and increasing it. Resilience arises when managers and colleagues reflect honestly, respectfully and openly on achieved results in combination with the aim to lift yourself and your environment to a higher level. And from there help customers with their process. Let customers experience the added value of your company and continue to maintain and even expand the relationship remotely. Processes run faster and more efficiently based on mutual trust, resulting in better use of resources and thus cost control.

HOW DO YOU APPROACH THIS?

Consider the 5 tips below and supplement them with the thoughts of all employees.

-Form customer teams, consisting of people from different departments.

-Make sure that team members know each other well in order to use the right qualities.

-Visit customers together.

Now of course via TEAMS, ZOOM or other digital ways so that the customer continues to have a name and a face. And vice versa, so that you as a supplier continue to maintain a face to customers. Immerse yourself in what they do, what their plans are, get to know them better. Find out how you can actually help them. Ensure good reporting that everyone involved can access, so that the current state of affairs is always clear and people can proactively take action and strengthen each other.

Connect an employee with a similar position to the one at the customer. Lines become shorter, mutual understanding grows, problems become challenges, 'me and the other' become 'the other and me' and then 'we together'.

In addition to telephone and often a lot of email traffic, let them also contact each other via TEAMS and ZOOM-like connections. Realize and accept that this approach takes time. The result will not be immediately visible.

Gaining trust takes time. That is why support from management and the MT is a must, get involved, 'walk the talk'! Want to know more or want to spar? We at Kenneth Smit are ready for you.