Smearing yoghurt on your windows is a quick and cheap way to keep your home cool, according to a blogpost I read recently. The idea is that the yoghurt dries and forms a reflective layer which repels the sunshine – and can be easily washed off when no longer required. Thankfully it is not the tactic we tried in June’s heatwave – instead we opted for taping radiator reflector foil over the windows (and yes, it really helped).
The media has been full of such temporary and last-minute fixes to keep cool in the European heatwave – but underlying these stories is an important truth: our tendency of not preparing in advance for something that we know is coming.
And this chimes with a workshop I was running recently – supporting senior leaders to understand and take advantage of shifts in the external factors affecting their industry.
I was talking to them about spotting trends and thinking what might happen and how they could be affected. We cannot be certain about the future we will face at work, but we can look at possibilities, and then consider how they would play out for us.
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However, unlike most external factors that affect businesses, we do have a clear trend that heatwaves are increasing in frequency and intensity and a clear expectation that they will continue to do so.
So it is interesting to see how individuals and companies are pivoting and innovating now to provide the products and services that will become evermore important. I liked the company that, spurred on by a previous heatwave, addressed the unique challenges of older UK housing with temporary DIY awnings for sash windows. There is also the Dorset manufacturer of yacht sails who, inspired by their use in Australia. branched out into supplying sun-blocking sail shades. This is a classic example of leveraging a company’s existing human expertise and manufacturing capabilities to enter a new market.
What does this mean for senior managers and leaders?
If the lesson from the heatwave is that we are often averse to making permanent changes, preferring to muddle through with temporary fixes, how can managers and leaders use this learning in the face of sustained disruptive change in the world of work?
- Accept that change is coming. Heat expert Tom Greenhill recently stated “We still see ourselves as a mild and damp nation – that’s not the case any more. The culture has got to catch up.” What is the culture in your organisation when it comes to change and strategic thinking?
- Think widely. While climate change is one of those long-term factors that you need to be thinking about, it is not the only one. I advocate using STEEPLE to identify the disruptive trends you need to watch out for: the social, technological, economic, environmental , political, legal and ethical factors.
- Look for lessons. Other industries or countries may have experience that you can tap into. Think of all those hot countries where it is normal to see external shutters, awnings, nets for shaded car parking and more. Who has already tackled the problems you and your team will face?
- Think ahead. Don’t just think about what might happen and how it could affect you. Think about your suppliers, competitors and your customers. Think about how you could take advantage of these changes – or at least be better prepared for whatever version of the future actually arrives.
- Take action. Rather than smearing yoghurt on your windows at the last minute, it’s time to plan and take action.
We can’t predict your future, but we can help you be better prepared
Our PRIME model gives leaders and managers a toolkit to explore what might be coming up in their future, and to plan and take action now. Contact us for a no-fee, no-obligation strategy call where we can discuss how you can get ready for whatever the future brings.
Photo credit: Matilda Jarl on Unsplash
