New Year’s Eve 2020 is going to be a BIG one.
This has been an incredibly difficult year for so many of us. With our lives turned upside down by Covid-19 against the backdrop of a tumultuous geo-political situation, January 1 2021 cannot come soon enough for most of us–even if we know a new year won’t mean the virus and other issues magically disappear.
As many of us take a break from endless Zoom calls with our teams to read articles like this, it is clear that Covid-19 has led to a radical change in how we work–with once ‘futuristic’ concepts like working remotely full-time, with more flexible schedules and a need to manage work/life balance on a daily basis suddenly shifted to the mainstream.
Dr Geraint Evans. Forbes
There is now much discussion about how and when we return to normal. How soon will we be getting back in our cars to sit in traffic for hours each day? Or cram like sardines into trains next to people we probably didn’t want to be close to before—and even less so now? And what of working in packed offices and full meeting rooms? The ‘normal’ 9-5 grind will surely return soon. Right?
Well, it’s unlikely the new year will instantly restore us to how things were. The virus will still be around, and without the government financial support of 2020, next year could be a lot tougher: not least because of a likely global recession, and for the U.K., the impact of Brexit. But, whatever it brings, we must think about how—and where—we’ll be working as we move into 2021.
In case you missed the social media storm last week, the FMCG brand Dettol has made its position on going back to the office very clear in a new London Underground advertising campaign, seemingly intending to enthuse workers about a quick return to their beloved offices. They can’t wait for us to be back to normal and are sure we feel that same. Well, maybe not, with some commuters storming social media to make their feelings very clear. The ads seen on the London Underground network listed things people have surely missed about their pre-Covid-19 existence, including highlighting how fun it is to hear your alarm, put on a tie and see “your second family” in the office. Other elements mentioned were even more troubling for some–mentions of “proper bants,” “carrying a handbag,” “caffeine-filled air” and “receptionists” seemed to “seriously overestimate our love for the office” for some observers.
Where next for offices?
Whether you agree with its sentiment or not, the Dettol ad has added further fire to the growing debate on what exactly the future holds for our previous ‘normal’ working life.
Business leaders in the U.K. have rightly warned of long term damage to city centres as people stay away from offices. This is already being evidenced by the likes of Pret a Manger announcing it has been forced to announce 2,800 job losses as its sales sank to their lowest level in 10 years.
Dr Geraint Evans. Forbes
In the U.K., people are being heavily encouraged to go back to the workplace in a government ad campaign starting next week. The emphasis of the ad is for employers to reassure staff it is safe to return by highlighting measures taken to prevent the spread of Covid-19. However, this does not address the fact that some workers may not wish to do so. While Transport Secretary Grant Shapps says some things were "impossible" to do remotely, a senior Bank of England official has cast doubt on the government's drive to quickly get workers back to the office.
More and more companies are joining the likes of Google
What about younger workers?
At the start of Covid-19, Mark Read, CEO of the world’s biggest employer in the marketing and advertising sector WPP, welcomed a working-from-home revolution but acknowledged it was not right for everyone: “If you said to me five weeks ago that I would have 100,000 people working from home and we would function fine, I’d say you were mad…” When asked about the long-term, he did, however, note: “There is interest in it but there is also a demand to come back to an office. Junior employees and those in shared accommodation find homeworking much more difficult than senior executives with houses and gardens.”
Dr Geraint Evans. Forbes
This normalisation of remote working will no doubt impact younger workers who are more likely to live in smaller housing or be sharing living spaces. It is also possible to see some of the argument that they are missing crucial formative career experiences by not having an office to go to; to bond with their team and navigate the social dynamics we previously experienced in the office. The counterpoint is that for all of our negative office experiences in cramped conditions and with terrible commutes, we have perhaps also gained life-long friends and priceless experiences both inside and outside the office.
While many of us are starting to get used to our new way of life, it also continues to be a confusing and contradictory time for others–for every story of people exercising more and seeing their family for bedtime for the first time ever, many are also experiencing exhausting days of video calls, longer hours being worked and more pressure than ever.
What should CMOs do about this?
In recognising the “new world” we are all operating in, CMOs are also at a crossroads. We are caught between trying to recognise our customers’ genuine concerns and balancing it against our own business needs–many of which are predicated on the return to normal.
Some major brands like KFC in dropping their “Finger Lickin' Good” slogan, as it “doesn't quite fit” in the age of Covid-19, are attempting to show consideration for how some of their customers might be feeling. It is also far from certain that Dettol is out of touch to romanticize the office and commuting life we’ve left behind, because for some, this life really is a good thing. And for those young workers not able to effectively work from home–or not wanting to–it can’t come soon enough.
I fully respect that all companies are in a fight for survival right now, and I am as keen as any CMO that we get back to more stable times quickly. The key first step, however, is for a brand to not ignore recent changes: nothing in your communications or messaging should “pretend” Covid-19 hasn’t happened. It has. If you are encouraging your current customers to change their behavior back to how it was in March, I’d suggest you need to carefully assess how this request is reflecting on you and your brand–does it show enough empathy for your customers and where they are in their lives right now? Instead, consider how you can you tailor your messages more than ever. Create a dialogue with your different customer groups and focus on clearly explaining how your products and services can help them in their changing personal circumstances.
As for your team–do exactly the same. You may have supported your team at the start of lockdown, but what about now? Again, don’t pretend things have not changed hugely, or that things are simply going back to normal. Check in on how they are and find out what support would assist them in their individual needs. Try to find tangible ways to help your team thrive in their given conditions. If they–and your company—would benefit from a safe return to the office, then find ways to facilitate this in some way if you can. The key is to continue to adapt and have an active dialogue.
Forget the “new normal”–this is normal now, so it’s time for your brand to adapt and pivot if you need too. If you don’t, you simply won’t survive in business to see that New Year 2021.
