OWP liVe REPORT

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43 per cent; nine months 34 per cent) before remission.

while corporate life had probably changed unrecognisably, the developments triggered by COVID -19 were by no means necessarily all negative. “We have learned newways to work and communicate, and some have been shown to bemore effective than what we had before”, noted a French participant. The trick after the crisis, he argued, would be to ‘mix and match’, harnessing the best of the pre and post COVID -19 forms of working life. “People need to start preparing for the return to normal working life. But they need also to recognise that tomorrow will be different from yesterday”, added another. Concluding discussions, Anand noted that the pandemic and the strains caused had revealed differences between stronger and weaker corporate leadership teams, often sharpening contrasts. For example, weaknesses in working together had tended to become more exposed and acute during the crisis. By the same token, the ability of strong management teams to think collaboratively and in an integrated way had demonstrated their worth. Likewise agility and the ability to adapt quickly, as well as show skill in anticipating as far as possible adverse developments. A key element for top teams, thought Anand, was self-awareness and fundamental honesty, including recognising one’s own fears.

FIRST SURVEY

“Greater personal anxiety is typical of the regression phase. The problem here is that the regression phase has been lasting too long,” noted Anand. A second poll about what challenged participants most revealed that 35 per cent identified the decline of social activity, followed by personal health and safety (16 per cent) and loss of morale and motivation (14 per cent). “The emotional and psychological task of containment has become a top priority”. The session included a breakout session, allowing random groups of participants to discuss and compare their own experiences and their companies’ policies. After breaking the ice, those involved - mainly complete strangers – compared openly their feelings and whether their employers had reacted appropriately. Personal issues, such as the challenges of working from home and the urgency of clear communications from top teams, dominated discussions. Many expressed feeling fatigued. But there were also upbeat notes. Participants observed that

How distant is the recovery phase?

Six months 43%

Six to nine months 80%

Nine months 34%

SECOND SURVEY

What challenged participants?

Decline of social activity 35%

Personal health and safety 16%

Loss of morale and motivation 14%