COVID-19 Reboot: Five Strategies to Emerge Stronger than Ever
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By Dale Neuburger inston Churchill, near the end of World War II, is credited with saying, “never let a good crisis go to waste.” Others in the political realm have made similar statements over the years. But I think that few in the sports tourism industry would embrace this philosophy today, as it is clear COVID-19 has inflicted substantial social and economic damage that will take years to repair. So, don’t manage this crisis – instead, solve it through an aggressive approach that focuses on both internal capabilities and external outcomes. Let’s look at five strategies that will enable your business to emerge stronger than ever.
With many employees working from home with additional scheduling flexibility, it is the ideal time to prepare for the changing demands, post-pandemic. With good time management, you can kickstart your career and be more valuable than ever. Some of your far-off plans for the future can be accommodated now, providing a renewed sense of enthusiasm for your work. And, while you are building your job-related competencies, don’t forget to use this timeframe to improve your physical fitness, with a regular exercise program that enhances your health and well-being. Mental health can be a byproduct of a healthy lifestyle of physical activity.
Your #1 Build Capabilities
#2 Become More Tactical
The pandemic has created an opportunity for individual growth and preparation, including: Professional advancement through academic coursework and CEUs Adjacent skill development that broadens and deepens work capabilities Certification, compliance and training programs that bring additional proficiency
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Every organization in the sports tourism industry had a strategic plan, but I doubt that any had authored a SWOT analysis that included “global pandemic” in the listing under “Threats.” What is the lesson from this? Very simply, our best long-term plans are less certain than we may have previously understood. The traditional five-year window for strategic planning may bring a false sense of security in our rapidly changing and techcentric world. During the pandemic, consider how much our knowledge of the coronavirus changed from January to April; or, from April to August. Plans made at the beginning of 2020 would have changed several times due to the more localized circumstances of restaurant regulations and hotel closings. Clearly, even a oneyear planning cycle appears to be too long with so many “twists and turns” occurring on a regular basis. Instead, think of a series of short-term tactical plans that are anchored in a well-defined strategic direction. Choose a threemonth planning window that allows you to change course with a higher level of flexibility. Your goal should be to remain as nimble as possible, making adjustments to current conditions. Maintaining your strategic focus while simultaneously adjusting to newly available information is not necessarily easy within an industry that plans events and activities years in advance, but it represents the new reality of how we need to change and adapt.
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