Over the last 10 or so weeks, disruption has become the norm. But just as many of us are starting to get used to our new normal, it’s all changing again. While a lot of attention has been focused on how our current situation is affecting operations and economics, it’s also affecting something else – people.

This will become even more noticeable as we move into this next disruption. As many businesses get back on track and move their people back into more traditional work environments, people, disruption, and wellness will intersect.

It’s not surprising that this topic took centre stage at our latest Disruption Circle with guest speaker Daryl Mahon, former Vice President at Ford Motor Company.

But while this is a moment of fear for many – for personal safety and business performance – we received valuable insights into how it also presents an opportunity for outstanding people leaders to demonstrate their skills.

Act for the future, not just the present

While COVID-19 has been the biggest and most relevant change for most people and businesses worldwide, it’s important to remember it’s not the only change. In today’s work environments, change is only becoming more frequent.

The question shouldn’t just be about ‘how can we deal best with disruption stemming from COVID-19’, but ‘how can we best set ourselves up to deal with this disruption, that will also serve us going forward’.

The actions you put in place now need to be strong, effective, and repeatable to prepare for next time. Not using this opportunity to evaluate and build on processes can put business and people in the path of further disruption and distress in the future.

Business and HR leaders hold the power

Changing your approaches and your processes in order to adapt to change can be hard, particularly for older businesses who have well-developed and trusted methods already in place.

So, how do we encourage business-wide adoption of new processes? Daryl Mahon, an HR leader with over 30 years industry experience, shared how it is the business leaders and HR professionals that are best positioned to drive change, even when it is looked on with trepidation.

Disruption management processes not only need to include and consider impact on people, but need to be adopted and followed by people in order to work.

Business and HR leade