TZL 1342 (web)



Use this time

Connect with your people and bolster your business so you come out of this pandemic stronger on the other side.

T he days are running together. Nights are mornings. Weekdays are weekends. You have daily updates to ensure the health and safety of loved ones. A new day, a new fire to put out at work, and new information being delivered to your phone or television seemingly by the hour. In these bizarre times we are all living in, it is easy to get caught up in the negative. What will the stock market do tomorrow? When will this project continue construction? I miss my standing desk at the office. And so on…

John Bray

While it is good to keep an ear low to the ground and be aware of what is going on in the world around you, it is also counterproductive to waste time spinning in your own head about what could possibly happen next in these times of uncertainty when, in reality, none of us really know for sure. True leaders are made during challenging times, and there are undoubtedly other people at your firm who could use strong leadership right now. Instead of keeping yourself up at night worrying about things you cannot control, you should be using this time to take advantage of this situation and get things done that maybe you wouldn’t have been able to otherwise. Here are some ideas to help you connect with your people and bolster

your business to come out of this pandemic even stronger on the other side: 1) Survey your employees. There may not be a better time to get valuable data and feedback from your employees than right now. Without travel or the hustle and bustle of an office, you will find incomparable response rates and honesty from your employees. Find out what works and what doesn’t about working from home. Ask them what they like and don’t like about working for your firm. Whatever information you can use to make your company better now or in the future should be considered. If you don’t have the time or acumen to do this yourself, hire an advisor to do it for you.

See JOHN BRAY, page 4


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