疫情之下,，公司高管更關(guān)心什么？
Jake Meth
2020-11-27
在過去，重大危機(jī)通常都是企業(yè)偏執(zhí)地專注于維持其利潤的理由,。然而參加《財(cái)富》本周二電話會(huì)議的首席執(zhí)行官們稱,，新冠疫情則引發(fā)了完全不同的反應(yīng)：各大企業(yè)都將企業(yè)宗旨放在了其恢復(fù)計(jì)劃的首位。
參加電話會(huì)議的企業(yè)領(lǐng)導(dǎo)稱,，因相關(guān)業(yè)務(wù)受新冠疫情影響而中斷,，他們?nèi)缃窀鼘Ｗ⒂跉夂蜃兓涂沙掷m(xù)性、同理心以及與雇員坦誠地溝通,、工作安排和日程的靈活性,，以及種族公平和多元化。
簡柏特總裁兼首席執(zhí)行官泰格?提亞加拉簡稱,，公司去年便已開始尋求確立其企業(yè)宗旨,。當(dāng)疫情迫使經(jīng)濟(jì)關(guān)停時(shí)，他的員工為繼續(xù)提供服務(wù)想盡了各種辦法。
他說：“我們意識到,，雖然公司沒有現(xiàn)成的宗旨,，但它實(shí)際上在公司團(tuán)隊(duì)的實(shí)際行動(dòng)中年得到了體現(xiàn)?！边@個(gè)發(fā)現(xiàn)也為公司當(dāng)前正在確立的正式宗旨提供了素材,。
對話中一個(gè)經(jīng)常提到的話題是企業(yè)領(lǐng)導(dǎo)層與一線員工之間開展坦誠布公溝通的重要性。
MassMutual董事長,、總裁和首席執(zhí)行官羅格?柯蘭德爾稱,，視頻會(huì)議技術(shù)能夠讓領(lǐng)導(dǎo)和雇員之間的對話更加真實(shí)。他說：“發(fā)送便箋之后杳無音信的時(shí)代已經(jīng)一去不復(fù)返,。不管你用哪種方式,，你都能獲得反饋?！?/p>
施耐德電氣北美業(yè)務(wù)總裁兼首席執(zhí)行官安尼特?克雷頓也同意這一觀點(diǎn),，她在與一名因在醫(yī)院現(xiàn)場工作而感染新冠肺炎的員工進(jìn)行網(wǎng)上對話時(shí)，稱這對于公司來說是一個(gè)“轉(zhuǎn)折點(diǎn)”,。
她解釋說：“以一種透明的方式展開這一對話并展現(xiàn)對每個(gè)人處境的理解,，具有強(qiáng)大的影響力?！?/p>
在對話結(jié)束時(shí),，提亞加拉簡強(qiáng)調(diào)了領(lǐng)導(dǎo)在改變公司內(nèi)部氛圍方面所發(fā)揮的關(guān)鍵作用。
他說：“如果你不采取行動(dòng),，領(lǐng)導(dǎo)與員工之間的分歧將變得比以往任何時(shí)候都更嚴(yán)重,。它已不再是那種‘可做可不做’的事情?！保ㄘ?cái)富中文網(wǎng)）
譯者：梁宇
審校：夏林
在過去,，重大危機(jī)通常都是企業(yè)偏執(zhí)地專注于維持其利潤的理由。然而參加《財(cái)富》本周二電話會(huì)議的首席執(zhí)行官們稱,，新冠疫情則引發(fā)了完全不同的反應(yīng)：各大企業(yè)都將企業(yè)宗旨放在了其恢復(fù)計(jì)劃的首位,。
參加電話會(huì)議的企業(yè)領(lǐng)導(dǎo)稱，因相關(guān)業(yè)務(wù)受新冠疫情影響而中斷,，他們?nèi)缃窀鼘Ｗ⒂跉夂蜃兓涂沙掷m(xù)性,、同理心以及與雇員坦誠地溝通、工作安排和日程的靈活性,，以及種族公平和多元化,。
簡柏特總裁兼首席執(zhí)行官泰格?提亞加拉簡稱，公司去年便已開始尋求確立其企業(yè)宗旨,。當(dāng)疫情迫使經(jīng)濟(jì)關(guān)停時(shí),，他的員工為繼續(xù)提供服務(wù)想盡了各種辦法。
他說：“我們意識到，雖然公司沒有現(xiàn)成的宗旨,，但它實(shí)際上在公司團(tuán)隊(duì)的實(shí)際行動(dòng)中年得到了體現(xiàn),。”這個(gè)發(fā)現(xiàn)也為公司當(dāng)前正在確立的正式宗旨提供了素材,。
對話中一個(gè)經(jīng)常提到的話題是企業(yè)領(lǐng)導(dǎo)層與一線員工之間開展坦誠布公溝通的重要性,。
MassMutual董事長、總裁和首席執(zhí)行官羅格?柯蘭德爾稱,，視頻會(huì)議技術(shù)能夠讓領(lǐng)導(dǎo)和雇員之間的對話更加真實(shí),。他說：“發(fā)送便箋之后杳無音信的時(shí)代已經(jīng)一去不復(fù)返。不管你用哪種方式,，你都能獲得反饋,。”
施耐德電氣北美業(yè)務(wù)總裁兼首席執(zhí)行官安尼特?克雷頓也同意這一觀點(diǎn),，她在與一名因在醫(yī)院現(xiàn)場工作而感染新冠肺炎的員工進(jìn)行網(wǎng)上對話時(shí),，稱這對于公司來說是一個(gè)“轉(zhuǎn)折點(diǎn)”。
她解釋說：“以一種透明的方式展開這一對話并展現(xiàn)對每個(gè)人處境的理解,，具有強(qiáng)大的影響力?！?/p>
在對話結(jié)束時(shí),，提亞加拉簡強(qiáng)調(diào)了領(lǐng)導(dǎo)在改變公司內(nèi)部氛圍方面所發(fā)揮的關(guān)鍵作用。
他說：“如果你不采取行動(dòng),，領(lǐng)導(dǎo)與員工之間的分歧將變得比以往任何時(shí)候都更嚴(yán)重,。它已不再是那種‘可做可不做’的事情?！保ㄘ?cái)富中文網(wǎng)）
譯者：梁宇
審校：夏林
In the past, major crises have often been reasons for companies to narrowly focus on maintaining their bottom lines. But according to CEOs on a Fortune-hosted call Tuesday, the coronavirus pandemic has instigated a different reaction: Businesses are putting purpose at the front of their recovery plans.
Leaders on the call, which is part of Fortune’s Global Forum/CEO Initiative series, said that as a result of COVID-19’s disruption, they are now more focused on climate change and sustainability, empathy and transparent communication with employees, flexibility around work arrangements and schedules, and racial justice and diversity.
Genpact was already searching to define its purpose last year, said Tiger Tyagarajan, president and CEO. When the pandemic began to force economic lockdowns, his workers scrambled to continue delivering services.
“What we realized was our teams actually made purpose come alive without actually defining purpose,” he said. That discovery has informed the formal definition of purpose the company is currently finalizing.
One theme that dominated the conversation was the importance of transparent and open communication between corporate leadership and frontline workers.
According to MassMutual chairman, president, and CEO Roger Crandall, videoconferencing technology has allowed for more authentic conversations with employees. “The days of sending a memo and never hearing back are gone. One way or another, you’re going to hear back,” he said.
Annette Clayton, president and CEO of Schneider Electric’s North American division, agreed, referencing a “turning moment” for the company during a virtual discussion with an employee who had contracted the coronavirus while doing fieldwork in hospitals.
“Having that dialogue in a transparent way and showing empathy of what everyone’s personal situation [is] was hugely powerful,” she explained.
As the discussion closed, Tyagarajan emphasized the crucial role of leaders in changing the climate inside their companies.
“If you don’t do it, the schism is going to be even worse than ever before” between leaders and workers, he said. “It’s not a ‘nice to do’ anymore.”
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