As we learn to live with COVID-19 and to reimagine ‘ normality ’, there is a need to explore new ways of bringing people together at work and to consider the human consequences of the pandemic . In this edition of Catalyst , we draw on our collective experience ( at AMS and beyond ) over the past 18 months to discuss the ‘ COVID humanity dividend ’ – and how to reap it .
Hybrid working could be “ a silver lining in our collective struggle to adapt ”, according to London Business School ’ s Lynda Gratton , supporting lives that are “ more purposeful , productive , agile and flexible ” ( p6 ). However , this will only succeed where we keep individual human concerns in mind alongside institutional ones , and prioritise connection and cohesion , regardless of location .
“ What we want are new arrangements that lead to great outputs , whether that ’ s employees who are engaged and contributing or customers who are delighted ,” argues Harvard Professor Amy Edmondson , speaking exclusively to Catalyst . She calls for open and honest conversations around hybrid working .
Consultation and communication
From now on we must treat wellbeing as a tangible skill , a critical business input and a measurable outcome , pursuing it with intentionality and infusing it into leadership and strategy . It must be core to our employee value proposition .
Supporting wellbeing and meaningful connection among the workforce involves ongoing consultation , thoughtful communication and authentic leadership . It requires the creation of safe and trusted spaces in which to have honest conversations about diversity and inclusion , and leaders willing to role model behaviours around vulnerability , openness and flexibility .
In this issue , we showcase ways in which our clients have embodied this , be it leaning into vulnerability ( Medtronic , p15 ), opening up spaces in which to have difficult conversations ( Toll Group , p8 ), introducing wellbeing initiatives to foster connection ( Essilor Russia , p11 ) or recognising the impact of soft skills ( Royal Mail , p17 ).
Building inclusive connection
Fuelled by human interaction and collaboration , wellbeing thrives in ‘ cultures of belonging ’ which include everyone and revolve around the individual human contribution we each bring to work , irrespective of where we come from or the experience we ’ ve had .
As leaders , we must take responsibility for building inclusive connections . On p35 , Dr Michelle Rogan and Dr Anne ter Wal of Imperial College Business School emphasise that building a diverse network is crucial for fuelling creativity and innovation and gaining greater perspective .
There is no road map to follow , so by listening to our people – and sharing solutions with each other – we will find effective and sustainable ways to bring out the best in everyone and enable our organisations to recover and thrive .
David Leigh Chief Executive Officer , AMS
Wellbeing thrives in cultures of belonging which include everyone and revolve around the individual human contribution we each bring to work