当我七年前担任Shawmut Design和Construction首席执行官时，我预计需要发展我们的业务，提供无与伦比的客户满意度并创造一种以人为优点的文化。适应全球大流行并不是我的榜首。回顾过去的一年半，我对我们全部度过了早期大流行的风暴的方式感到惊讶和放心，当时我们的行业和我们所知道的世界都停了下来。

我们知道的一切都经过了测试。起初，我无法想象打电话给员工回家。然而，仅仅48小时后，我们为所有办公室工作人员制定了一个全面的计划。当我观看Covid-19案件迅速从1跃升至10到10,000时，我进入了分类模式，采取行动以确保我们的员工安全并仍然为客户提供服务。

需要快速更改。就如何最佳工作，完成日常任务以及简化沟通渠道的方式征求我们的人民的想法，帮助我们改善了流程和揭示创新。团队被迫涉足战略，行为和战术。

我们公司的执行领导团队移至每日15分钟，以产生自下而上的自上而下的交流模型，以确保我们从该领域的人们那里获得最佳信息，作为一个团队解决问题，并使消息公司级联-宽的。

我们曾经在公司范围内曾经季度的市政厅还不够 - 我搬到了多个公司范围内的多次通讯，包括与我们前100名领导人的定期虚拟会议。不同的经理在整个公司中传达了信息，激发了信心，赚取信任和吸引利益相关者。

Checking In With Clients

没有定期的面对面互动，我确保定期与客户和合作伙伴进行检查。客户想知道我们制定了强大的安全计划。他们放心，知道所有工作都是由贸易工会，同行团体和其他公司制定的全面，行业领先的响应计划指导的。

The jobsites presented unique challenges early in the pandemic. At the onset, our field teams looked to reduce hand-to-hand, face-to-face interaction and improve the ways we track our staff and partners working onsite.

We created Shawmut Vitals—a custom-built platform designed to check for COVID-19 symptoms and manage contact tracing. The quick team ingenuity allowed us to accelerate the vetting process and put the application to use on projects, going from concept to implementation in just under two weeks.

Away from the jobsites, it was clear that many were experiencing a pandemic-induced sense of stagnation and emptiness. Instead of letting staff languish, and to keep energy levels high and help teams thrive, we began each executive meeting by asking, “How are our people and what do they need?”

我们努力地态度和公开地承认人们，因为他们的所有辛勤工作都可以帮助我们更强大。意识到能源排水以及如何管理团队水平以帮助他们蓬勃发展（包括在向公司讲话时调节我自己的能量）是我们领导者的持续责任和目标。

Similarly, as the virus raged on, it became commonplace for managers and coworkers to inquire about each other’s well-being outside of work, especially as we saw endless injustices impact many communities. It was important to think outside of our own experiences to put ourselves in others’ shoes and take the time to reach out if someone was hurting.

Continuing this practice brings a level of humanity to the workplace and acceptance of the whole person who works with you, and for you. These empathetic actions build strong bonds and feelings of belonging no matter what is happening around us.

虽然我们都准备好翻页，但我们应该将去年半视为独特的学习机会。我们应该将获得宝贵的经验教训应用到未来的业务方式上，尤其是当我们管理三角洲变体的出现时。

Let’s rethink ingrained practices and leadership styles, as well as outdated protocols, to build stronger organizations.