The joint fight against an existential threat is able to weld people together in an organization. The prerequisite for this is a climate of psychological safety and leadership with purpose and trust instead of command and control.
Trust and cooperation emerge in a climate of psychological safety. Where, conversely, competition and fear have been the predominant themes, strong unity cannot be expected in a crisis.
In which environment do people flourish and what makes them wither? And what essential categories are there, anyway, to influence this process. Where can leadership exert its influence? The PERMA model by psychologist Martin Seligman offers some very good answers.
Remote work and leadership at a distance is based on purpose and trust. Where these are missing, the corona crisis becomes a crisis of purpose and trust. One can learn from this — or reboot the previous operating system of the organization as quickly as possible.
With the first loosening of the exit restrictions, in many offices the ramp-up back to the pre-Corona cult of presence begins, because real work can only be done in the office and only under supervision.