Even when the impact of the coronavirus pandemic has diminished and the government gives you the go-ahead, it will still be up to you to make the decisions on the ifs, the hows, and the whens of rebooting your business.
We are being told that the world will never be the same again.
If that is to be the case you need to assess what’s changed both temporarily and permanently, across your customer base, your partnerships, your abilities, your competitors and the changed, social, economic and political spheres.
The smart way, would be to progress through virtual before physical steps and reboot only those parts of your business that stand a chance of success.
Think through situations, remember your SWOT and evaluate strengths, weaknesses, opportunities and threats, to develop a fresh perspective on your leverage points and business issues at this critical juncture and how these might impact your strategy, operations and organisation.
Use this to work out which aspects of your business, if any (and that’s important too, ask yourself, is re-starting viable) can and should be:
- better than all other options or on par with the top tier
- strong/better than average
- passable/minimally viable
- scaled down or outsourced
- gone and not restarted
Bear in mind, it’s impossible to do anything until you are certain you can create, deliver and support your service or product.
This will also require a restart of your marketing/sales funnel. Don’t forget, everyone’s world has been reset. Everyone’s re-evaluating their choices. It would be a mistake to assume your customers will automatically come back simply because you are ready. You will need to rebuild awareness and interest in your product or service, so when the desire and the money is there, you are their first consideration. Only then can you get ready to market and sell.
Think and act in stages.
Virtual steps first.
So those that follow know how they should work and what to do in the new reality, bring managers or leaders back virtually to build your strategy and guide everything.
Restart or build infrastructure anew and complete any tasks that can be completed without a physical presence.
Physical steps. Prepare physical locations for returnees. No staff, customers or partners should return to work until it is safe. When it is, use scientifically appropriate tests to determine what work individuals can return to and follow government guidance.
Try a soft opening or engage in a limited re-start to see how things work before you reboot fully
Throughout the crisis you should have been engaging in rational, emotional, and inspirational leadership communication. The restart should be no different.
Re-connect with your target audience by being; authentic, relatable, vulnerable and compassionate as you empathise with how the crisis has and may still be, affecting them personally.
Have a plan, a smart plan. Getting the restart wrong could be more disastrous than what you thought might happen at the beginning of the crisis.
If you’re reading this you’ve survived, take one step forward, see how it goes before you take the next step.