Honour the People Involvedīe open, accessible and receptive to ideas and input. The COVID-19 crisis is only beginning to unfold the economic impacts will be felt for years-and our recovery is a once-in-a-lifetime opportunity to renew our economies. Actions you and your company might take are easy to find online.
The phenomenal resurgence of Black Lives Matter protests, campaigns, and actions in the past few weeks has been incredible. Some significant, regional, national, and international campaigns have emerged of late. Rather than duplicating efforts that may be done by others in your community, these large issues are ideal places for collaboration. As you learn what’s not working, share that too (so others don’t bother trying it) and do less of it. As you learn what’s working, share it (so others can replicate it) and do more of it. You must also report on your progress, because best intentions aren’t enough. Your receptivity to constructive criticism and your responsiveness to feedback will make a significant contribution to your progress. Ongoing learning-including or especially from critical friends-may not be easy, but it’s imperative. This is not a reason to back off your commitments. Some will be disappointed or frustrated-even angry. These are big, important issues you owe your stakeholders the courtesy of insight into limits they can’t see, or constraints they may not know.įor some stakeholders, your best efforts will not be viewed as enough. If you cannot meet their expectations or demands, explain why. Next, communicate your commitments to your staff and stakeholders. Ask customers and other external stakeholders what they expect. Ask your staff what they expect, and to what they can commit. Defining the scope of that role is your starting point. That can feel troublingly open-ended, so here’s a question that’s useful to consider-one we draw from our work with clients helping them articulate their purpose, vision, and mission: What’s the ceiling of your accountability? No one organization or individual is going to solve these vast challenges, though we all have roles to play. What’s your capacity for positive impact? Does your company have the resources to do more? How much more? Can you quantify it? You might start by looking at the Business of Wellbeing––a guide produced by the Wellbeing Economy Alliance, to which we at Junxion contributed. It’s fair and right that more is expected of us. Perhaps you lead a company or hold an elected office, or perhaps you simply occupy a privileged position in your community. Some of us are in positions that provide more leverage, more space for leadership. Choose a place to start, an issue to support, a group to join, a difference you can make, and be that change. Nobody expects you to be perfect, but each of us can do better. Will you retain your newly found, smaller environmental footprint? Will you shop with local, community merchants who need your support now, more than ever? Will you continue to read, learn about, and act on systemic racism?Įven at this level, there’s so much to do. If you’re among those privileged to feel grateful for this ‘great pause,’ what will you change in your life as we begin the long work of recovery and renewal? Following are five pieces of advice we’re offering to them (and now to you) as you consider how you and your organization can commit to change, progress, and solidarity. We’re seeing many of our clients wrestle with these questions, and the dialogues, discussions, and debates often erode yet further those clients’ capacity to make meaningful contributions. So at the very time when our personal resilience is exhausted, when there is no slack at all left in our lives or our organizations, what are we to do at least to play some small part in solutions? And how much must each of us do? Look closer, and they only get more complex, because they’re so interwoven with one another. Taken alone, any one of those challenges is so vast in scale, it’s hard to see (or perhaps even to imagine) comprehensive solutions. But what does it mean to take meaningful action, as one individual? Even as one company? Each of them an impossibly enormous challenge, demanding each of us to act.
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