Now That We Survived 2020, We Have an Opportunity to Grow and Excel in 2021

The old-time saying that the more things reform, the more they abide the same seems to be holding so far this year. Even as we’ve moved into a brand-new time, the first few weeks of 2021 looks a lot like the 13 th month of 2020.

I don’t think we need to rehash the trials and tribulations of 2020, but if we are to grow and excel, we need to learn from the rigors we have faced in the past. If there is a silver lining to 2020, perhaps it’s that the year was full of instructions — if we are open to heed them.

The easy direction is to look to the future, trusting it will undoubtedly be better. While it may, I likewise want to raise the possibility that the year ahead will present additional challenges.

If there was a primary takeaway from last year, it’s that complacency is the enemy. After shaping it through a hellacious time like 2020, organizations cannot presume the future will provide more favorable circumstances — peculiarly if the first days are any indication.

I don’t want to sound like an alarmist, but 2021 could be just as challenging as the last year, and if we are blind to that world, we learned nothing from the year we just put in our rearview.

We cannot stop conversion.

Change is the great equalizer. We pictured that in 2020, and I conceive 2021 will present us with even more change. We cannot stop saying that; all we can do is prepare the best we can and use change to our advantage.

No one can anticipate all possible changes. The best we can do is develop a plan to respond to the experiments we can anticipate and adapt them in real-time to whatever reality we encounter.

Complacency is often the easy path. But, as the old-time saying starts, most things that are worthwhile do not come without effort.

Luckily, opportunity vanishes hand in hand with vary. Too many beings try to resist the convert, but that exclusively prolongs the process and starts it more painful.

Nothing will go according to plan.

At the end of the year, it’s essential to reflect on what we reached and what we did not. Most years, it’s evenly imperative we compare it to what the hell is contrived at the beginning of the year — what were the reasons for failing to execute a particular initiative, and how can we remedy moving forward?

Believe it or not, we should still do this even in light of the pandemic. There may be an opportunity to salvage elements of the earlier hope and repurpose them for the new reality.

It’s safe to say most teams’ proposals travelled askew last year. However, the victories are what they were able to accomplish even in “the worlds largest” trying of circumstances.

A year after the pandemic entered the equation, it is time to look back at our 2020 programmes and investigate what, if something, we should revisit. Yes, the year didn’t go according to plan, but organizations continued. We adapted and continued, but that doesn’t mean our aged business objectives are no longer relevant.

Agility predominates; this is no time to stay complacent.

If nothing else, perhaps the last year is the excellent case study in agility. Think about it. At the beginning of the year, how many organizations stood either the bulk of or their part team to work remotely? How many would have been willing to do so unless coerced by a pandemic?

The moment made them to be agile. But what is most telling is that too many organizations would not have risen to the occasion if it wasn’t their only choice.

They didn’t have the right organisations — or etiquettes — in place, but they established it happen on the spur of the moment. We need to remember that not just the next time we are forced into the corner but daily.

We need to keep this being with us as we move in 2021. No one is well known the future regards, but I’ve received we are better off if we face head-on the challenges that surface rather than hoping they resolve themselves.

Perhaps our accomplishments will outperform our anticipations of what we could have accomplished in a “normal” year.

The right unit makes all the difference.

I’ve often highlighted how bands must put in place the title unit, and we proved that in 2020. As “weve learned”, the freedom unit can help any companionship steer an uncertain terrain; the wrong unit is an anchor.

As we start a new time, it’s important for organizations to take stock of their teams. Do they have the right talent with the right skills, or do they have beings with names occupying roles?

Take an assessment, looking at what sciences gaps exist and how to eliminating them. Is it exactly a matter of hiring new crew representatives, or is it helping the present member better themselves? If you’re an organization that constantly touts how people make a difference , the time has now come not only to say the words but act on them.

Whatever you establish the best action to be, develop an improvement plan — and execute it.

The “old normal” is gone; we can only transition to the “next normal.” Be sure the team in place is the right one to help traverse the road onward — that it has diverse skills and alternated comings to solving problems.

There will be swerves on the road ahead.

When I make my motorcycle for a travel, it’s fun to roam new arteries. Sure, if you make the same route every day, you know where the curves are and what captures to anticipate. But a brand-new superhighway presents a challenge.

Sometimes it turns out to be fun, while other occasions we learn we should never move that course again. We should follow the same principle in our business routines.

In life and business, we don’t have the comfort of prefer every itinerary we take, but we can construct the best of it once we start in that tendency. That’s not to say that every bulge in the road will be fun, but it should help us anticipate what lies around that next curve.

If we can overcome one bumpy road, it is desirable to utter us the confidence to overcome others — and we will be better equipped to face them.

Every business should better prepare for the unforeseen — but it involves us to take action. It is impossible to predict every challenge we might face in the weeks, months and years ahead, but we can put in place a framework that allows us to respond better.

However, it may necessitate give the team the solutions and implements they need to achieve more in 2021. That is the real role of a manager — setting up his or her team to be successful; no true master will be successful if he or she does not do so.

The “next normal” of today is not the “final normal.” We may not be prepared to admit it, but we could encounter a seismic switch — and sooner than we may be willing to accept.

With this in mind, are you prepared to face all that 2021 has in store for us?

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