"Character is proven in crisis" - Gianna Possehl in the interview
Gianna Possehl, founder of basic° Coaching & Consulting GmbH, mother of three sons, design & fashion lover.
What we do with basic° Coaching & Consulting GmbH: We accompany clients in change processes, develop culture and leadership guidelines, are vision and innovation boosters, support executives and teams in their development through workshop programs and individual coaching. Our clients are large creative, media, and PR agencies, publishers, digital players, and love brands. We stand for sustainable change and the human being is always the focus with us, because without motivated employees it is damn hard to be successful.
1. What was your first thought when you learned about the shutdown and what was the first action?
The shutdown was becoming apparent while I was still on vacation with family and friends in South Africa, far away from everything in a dreamlike beach house with a view of the sea and jumping dolphins, in the middle of nowhere (but with Wi-Fi). A brief mental upscaling of the situation kept us from thinking "Hey, cool, the school holidays are extended!". We were glad, contrary to press reports (no one answered the airline hotline), that we could still take our regular return flight. Once home, I first contacted everyone on my team to check: My dears, how are you?
2. What was the chronology in the reorganization of your company?
After I had spoken with our great team, it was important to immediately exchange with our clients as well: what measures had already been taken, where did they need support, and what was, although already planned with us, currently not effective because it was overwhelming, and what was instead needed as a kind of first-aid measure? Who perhaps just needed a listening ear in this demanding situation? I did not insist on cancellation fees anywhere. We have worked closely and trustfully with our clients for years and I want to continue to be a partner on equal footing and not behave like a service provider who first only secures their own interests - that would certainly not have been wise in the long run in our case. Understanding the situation of clients who had to expect massive economic losses, who faced short-time work for the first time, and had to get used to remote work was the priority. Except for our manager for coordination and communication, all 15 experts work freelance for basic°. They have other clients, partly in industries that have proven to be more crisis-proof than the typical clients for basic°, which include large agencies (creative/media/PR) and publishers. I exclude the digital players on the client side here... we simply continue to work with them remotely and agilely, as this is embedded in their DNA and works excellently. My recommendation to the team was also: make sure you set the right focus. Individual coaching, therapeutic work (we have psychologists on the team) are still in demand and also work with distance or remotely. Supporting executives to lead remotely are sensible measures that are acutely necessary. Comprehensive measures, however, such as developing leadership guidelines for large companies, where we need employees and executives with a clear head as well as close inspired exchange among each other, less so. We preferred to press the "pause button" there.
3. What are your strengths and how are you using them now?
Our strength, besides professional competence, is agility as a mindset – and that helps us especially right now! We have worked decentrally for years, depending on thematic focuses in different expert teams, we share knowledge, we adapt precisely to the individual needs of our clients. Everyone thinks solution-oriented and knows that he/she is part of the solution or even the solution itself. This is very fruitful work that contributes to a common whole. So we were quickly able to adapt: what do our clients need now and what will they need tomorrow to be successful. For example: Even in Corona times, our clients have to defend budgets or pitch for new business - this involves large sums and ultimately jobs. Sending the presentation to the client just to read through would be a simple but not very smart solution. We supported already at the end of March to rock pitches remotely, hold budgets, and win new ones. We supported executives to not only manage their teams remotely but also lead them, at times when they themselves feel great uncertainty and have few answers.
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You are crisis-tested and yet: How should this pandemic be classified also in relation to our entire social life?
That is a huge question, dear Sue, and I am not an expert in this field. I follow attentively the theses of renowned futurists, scale scenarios in my head, but still have not been able to put together a clear picture – probably not possible at this point in time, because the situation is far too dynamic and the equation has too many unknowns. I can only speak for myself: I experienced massive slumps in the music industry at the end of the 90s in self-employment (back then we still advised many big record companies and music channels), saw the dot.com bubble grow and burst (we had many clients in this field), and of course also experienced the financial crisis, which also affected our clients. In none of these three scenarios did I seriously worry about the "wellbeing" of society. Not for a second. Maybe about economic bottlenecks, but nothing that could not be managed by shaking it off and putting on a crown. I saw it differently in the first Corona time... I cannot estimate the long-term effects. That actually depends on society and thus on each individual. It raises the question: how crisis-compatible are we, how quickly do we adapt? How high do we perceive the price we pay? Is there something to gain in the long term? Or is it simply... I won't write that down... excuse my French. We have all not yet experienced these cuts and those who have children will ask themselves: what does it do to them, to their trust in the world, in life? What does it mean for them to think about the future, which should actually always be a beautiful, magical place full of possibilities. With my children (12/15/19) I notice how resilient they are, how quickly they adapt. I mentally rely more on my adaptability than on the hope that an effective, safe vaccine will be found soon. Maybe because I feel more self-effective that way. That feels good to me anyway.
What will change professionally? What will be the learning?
Here again there is only a snapshot. As of today: companies have learned that remote work works. Thanks for that! For some employers, "home office" was still a swear word in March. Those who wished for "home office" were accused of shirking work. Leading by control was the order of the day... if I don't see how you work, then you do nothing. Now it has to work... clumsy, exhausting, and with the phase of simultaneous homeschooling and childcare simply wearing for many. But it worked! And under difficult conditions. Learning: Home office is certainly not the best possible solution for everyone. Being able to decide where and how I work most efficiently/best in the future to contribute to the company's success will probably become a kind of basic right that employees will want to claim for themselves. And that can certainly also be the wish for some: NEVER home office again, please, if it is not absolutely necessary.
Will there be a new type of manager?
Hm... Manager or leader? At the moment, actually both are needed: I have to manage the crisis, create foundations for a new kind of collaboration. Decide on technology, processes, routines, develop on the go. At the same time, I am strongly challenged to recognize and inquire about the inner state of my employees. Who needs what from me? How do I create a team feeling and closeness over distance, how do I create meaningfulness? For teams that already had friction in the past, the current situation often acts like a magnifying glass. If I fundamentally do not trust my leader, how on earth am I supposed to manage it right now? Dysfunctions are surfacing and that becomes very clear. Leaders have a demanding job: they must be willing to continuously question and develop themselves. Those who do not do this are, in my opinion, not good leaders and should rather be managers and not be let loose on people. Motivated employees are the number 1 success guarantee - whoever tries to ignore this in the future is left behind as a leader. We are all currently learning how incredibly important a positive error culture, agility, resilience, and above all closeness and trust are. And we learn: nobody can know everything! I have to dare to start even in the beta version and continuously include learnings. The government is currently showing this - surprisingly, they would actually be more #okboomer, right?; Whoever can integrate these learnings into their leadership everyday life is prepared for the future.
7. Which new values are becoming important for leadership personalities?
The topic of values is currently very big! "In crisis, character is proven" - the much-quoted statement by Helmut Schmidt. Values are an important foundation for character. Right now we have the opportunity to learn a lot about our values, our character - exciting! For companies, the comparison naturally takes place more intensively in a crisis: which values are in the guidelines, on the homepage, at reception... and are they currently being lived? If not, it gets tight! Leaders ensure that values in a company are brought to life through their behavior, not through lip service. If there is a (huge) gap, one should not be surprised that employees do not feel committed to the company, especially not in difficult situations. "Exchange time and competence within my comfort zone for money" is then the deal. The value comparison is especially important. It is not necessarily about the values themselves... they just must not be a sham. Values are not worn like it-pieces in fashion to be exchanged with a new trend. It goes much deeper…
8. Our working world is now being digitized at high speed. What advantages but also disadvantages does this entail?
Oh yes, we could not have imagined this rapid pace broadly six months ago. Since at basic° we already used most tools and channels anyway, it is not a disruptive experience for me and my team. Here are the advantages I see: solution orientation: if something does not work - how does it work differently? Along with that, a more positive error culture. Agility: try out, fail, try differently, be able to start with a beta version as a basis. Collaborative work, accepting tips from others, e.g. when the junior explains to the boss how to get into the Zoom room. Funnily enough, also closeness: we are currently in colleagues' and clients' living rooms, hobby basements, bedrooms - wherever the Wi-Fi is strongest and no one disturbs. On the other hand, for some also alienating, because we really do not belong there! We do not have to fly to Munich, Milan, Madrid for a 2-hour meeting... Coordination works digitally great, that saves time and protects the environment. Schools and doctors are increasingly getting used to digital information gathering... that is at least my observation - I have no study on that ;) - but I find it great. Disadvantages: shaky Wi-Fi makes working extremely tedious! Staring at the screen for hours is incredibly tiring and not just for the eyes. Background noise, delayed sound, grainy picture, these are all stress factors. But above all: we miss each other! The exchange with "real" people, working together... preferably without a mask and sometimes with less than 1.5 meters distance. But that is just not possible right now and so it is. I do not bother myself with working through framework conditions that cannot be changed.
9. What does coaching of the future look like for you?
Honestly, not different than yesterday or today... the human being is the focus. The coach does not know the answer, only the right questions that help the coachee find their answers. The coach is resourceful and does not bring their own topics and problems into the session (especially an important quality criterion for choosing a suitable coach). Maybe coaching will increasingly take place digitally in the future. In 1:1 it can work well. Our experience, however, is that most executives who are in individual coaching with us long for the time when they can physically meet our coaches again. The digital variant is still more of a tool... but I guess that can change the longer we all get used to/must get used to feeling closeness digitally as well. We are prepared for both.
10. How can we all coach ourselves a little through this time?
Maybe a few tips from our leadership programs will help.
1. - use the 3-worlds model (a possible origin is Franz von Assisi, so very old, the thing: "God, grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference".). It is about imagining that there is an unchangeable world, these are the framework conditions. I can find them super annoying and I do not have to agree, I just have to understand that these are framework conditions that I cannot change, e.g. the Corona pandemic. I should waste zero energy on that, because no matter what I do: I do not change this framework condition. The marginally changeable world is what others do. I have only limited influence on this. I can push and shove and expend a lot of energy without the guarantee that something will change. In the current case: how politicians decide. I can start petitions, write tweets etc... that can have an effect, but does not have to. I should be clear about that (does not mean I should stop!). The 3rd world is the changeable world: that is me. Here I am in maximum self-efficacy. I can change perspectives, attitudes, behavior. I decide how I want to deal with the situation. I can, for example, engage socially, sew masks, shop for risk groups. But I can also decide for myself that I find the situation terribly exhausting, give myself more rest and self-care. The important thing is: I am in the changeable world. I am a creator, not a victim.
2. - understand the change curve: This model is long a classic in the business context although it originates from grief research (Elisabeth Kübler-Ross). Google "change curve" and see: where am I currently in relation to the current situation? What do I need in this phase (sometimes it is actually just "time"), what is already behind me, what lies ahead. In my experience, the change curve ALWAYS applies when it comes to changes we did not wish for.
3. - understand VUCA. We live in a VUCA world... already before Corona. VUCA stands for Volatility, Complexity, Uncertainty, and Ambiguity. So far, VUCA has rather diffusely influenced our lives - and that for years - VUCA manifests itself in the pandemic time as perceptible for everyone. Here quickly the definition Volatility: the situation can change abruptly and radically. Complexity: the factors are confusing and numerous. Uncertainty: no one knows exactly how it will continue, what the consequences will be. Ambiguity: different people have different opinions and perspectives. Fits Corona pretty well, right? In the leadership context, we try to meet VUCA topics with the VUCA flip. We assign new meanings to the letters: Vision, Clarity, Understanding, Agility. That can mean this in this case (Corona), but you can fill it with life yourself... Vision: I make a picture of MY future and I may shape it. Clarity: I am clear with myself: how do I feel, what do I need and I address this. Understanding: I also look at what others need, why other people react differently and that is okay for me. (Attitude: everyone is right – even those with tin foil hats are right in their mental world – ouch...; Agility: I do not have to have a patent solution, I may try and learn and develop in my emotional world and in my actions.
4. - self-care: there are currently so many offers on the net on how we can practice self-care in these times. Yoga, meditation, decluttering the apartment (behind that is the satisfying feeling of being able to bring order to chaos and even if it is just one drawer – that helps the "outside the inside"). Nothing MUST! Whoever is simply exhausted from remote work and homeschooling may also simply want NOTHING! Totally okay! That is also self-care to decide against self-optimization. Seek closeness: In the time of strong social distancing, I met a friend on Saturdays at 2:00 pm via Zoom for lunch. In good weather, we now meet again in person. When the weather gets worse again, we will probably use Zoom again.
And finally, change perspective: think, fast forward time 3 years: What positive do I take from this time, what have I learned for myself? How do I want to look back on this time?