When I took the reins as CEO of Shawmut Design and Construction seven years ago, I anticipated the need to grow our business, deliver unparalleled client satisfaction and create a people-first culture. Adapting to a global pandemic was not at the top of my list. Looking back on the last year and a half, I am amazed and relieved at the way we have all weathered the storm of the early pandemic, when our industry, and the world as we knew it, came to a halt.

Everything we knew was put to the test. At first I couldn’t imagine making the call to send employees home. Yet, just 48 hours later, we had created a comprehensive plan for all office staff working remotely. As I watched COVID-19 cases quickly jump from 1 to 10 to 10,000, I went into triage mode, acting fast to keep our people safe and still deliver for our clients.

快速changes were needed. Soliciting ideas from our people on the ground about how to work best, doing the day-to-day tasks, and streamlining communication channels, helped us to improve processes and uncover innovations. Teams were forced to pivot strategy, behaviors and tactics.

The executive leadership team at our company moved to 15-minute daily huddles to generate a bottom-up and top-down communication model ensuring we were getting the best information from our folks in the field, problem solving as a team and cascading the messages company-wide.

Our once-quarterly company-wide Town Halls weren’t enough—I moved to multiple weekly company-wide communications, including regular virtual meetings with our top 100 leaders. Different managers relayed messages throughout the firm, inspiring confidence, earning trust and engaging stakeholders.

与客户签入

Without regular face-to-face interactions, I made sure to regularly check in with clients and partners. Clients wanted to know we had a strong safety plan. They were reassured to know all work was guided by a comprehensive, industry-leading response plan developed with trade unions, peer groups and other firms.

这些工作人员在大流行的早期提出了独特的挑战。一开始，我们的野外团队希望减少对方，面对面的互动，并改善我们跟踪现场工作人员和合作伙伴的方式。

我们创建了Shawmut Vitals，这是一个定制的平台，旨在检查Covid-19症状并管理接触跟踪。快速的团队创造力使我们能够加速审查过程，并将应用程序用于项目，从概念到不到两周的实施。18luck官网

远离工作地点，很明显，许多人正在经历大流行引起的停滞和空虚感。我们没有让员工苦苦挣扎，并保持高能水平并帮助团队蓬勃发展，我们开始每次执行会议，问：“我们的员工如何，他们需要什么？”

我们承认的人,热情洋溢地和酒吧licly, for all their hard work to help us come back stronger. Being cognizant of energy drains and how to manage team levels to help them thrive—which included regulating my own energy when addressing the company—is a continuing responsibility and goal for our leaders.

同样，随着病毒的愤怒，经理和同事在工作之外询问彼此的福祉变得司空见惯，尤其是当我们看到无休止的不公正现象会影响许多社区时。重要的是要在我们自己的经历之外思考，以使自己穿上别人的鞋子，并花点时间伸出手来伸出援手。

继续这种做法为工作场所带来了一定程度的人性，并接受了与您一起工作的整个人。这些善解人意的行动都建立了牢固的纽带和归属感，无论我们周围发生了什么。

While we are all ready to turn the page, we should look at the last year and a half as a unique learning opportunity. We should apply valuable lessons learned to the way we do business going forward, especially as we manage the emergence of the Delta variant.

让我们重新考虑根深蒂固的实践和领导风格以及过时的协议，以建立更强大的组织。