Between 2019 and 2020, Hans Skruvfors, CEO of Foodora, was faced with two major turning points for his company. In 2019, he had to lead the effort in a merger between three food delivery brands with –until then– rival teams. In 2020, shortly after, he was struck with COVID-19 and an increase in demand that required a structural revolution to meet expectations.

Both instances involved a workforce that was not ready for change. Whether it was because they used to be competitors with different cultures or because they were unprepared and too few to take on the COVID demand. In his interview with Ben Kaplan for TOP CEO, Hans recalls his strategies to overcome these difficulties. Here are five of his tips to build a shared culture in trying times.

1. Establish a mission statement

Times of change and crisis need teams to be as united and tight as possible. It’s hard to achieve community when not everyone is on the same page. It is crucial to work on a shared vision, shared values. Where are you going? How? Why? Where are you? Why are you doing it? What's the purpose?

Going back to basics and developing a mission statement that’s appropriate, relevant to the situation, and inclusive to all workers is the first step toward unity. Perhaps you need to update a previous one or develop an entirely new one from scratch. In any case, having a clear North everyone can look to at times of loss and crisis allows the whole company to pull together. Take your time to craft that indispensable pillar.

2. Be motivational

Most people strive to be a part of something bigger than themselves. Being a part of a generation-defining moment, growing a company from a startup to an institution, helping others in times of need, making significant change. Getting employees on board can be easier if you remind them they’re essential and make them feel the gravity of the situation. From unique changes in customer behavior to epic efforts that lead to unprecedented success. Motivation sometimes needs a little push from above.

3. Act and adapt

Desperate times call for desperate measures. Pivotal periods require fast action, not fancy analytics and scenario brainstorming. It’s do or die. While it may feel scary or risky, it’s preferable for you to try, fail, get back up, learn, and try again. Your gut will need to become an ally. Be open to hunches from everyone involved, no matter the hierarchies. Someone else’s idea, even if it fails, may lead you to a breakthrough.

4. Delegate and encourage engagement

Another advantage to forgetting hierarchies for a little while is delegating. That way, workers from every department, if given the approval beforehand, can assess their area with the expertise they possess and find key changes to be made. Without needing to go through a whole bureaucratic process to fix minor issues, problems get solved more efficiently and with more attention to detail –it is a specialist working on it, after all.

Additionally, keep your doors open for employees of any level to come to you and the management team with queries, complaints, issues, or solutions. Be explicit on the purpose of those open doors and encourage everyone to raise their hand, letting them know a whole team is there to listen and take them seriously.

5. Stay honest

Being communicative and honest about the stage you’re at is beneficial to all stakeholders, even if it seems counterintuitive. Crises are felt by everyone. Not being transparent about your struggles will lead others to expect too much from you and your team. Working with someone breathing down your neck is never nice and most times could be easily solved by lowering your head and saying, “I’m sorry, we’re running late. But we will deliver the best we can do.” The truth will get you further than deceit.

Ordered haste reduces waste

Times of change require quick reactions. It’s useless trying to avoid the rush unless you want to get left behind. However, the trick is being structured and confident in your haste. Define clear objectives. Align your teams. Establish trial-and-error-friendly processes. Allow independence and interim authority. Be clear and straightforward. 

By being orderly and finding a balance between taking your time and acting fast, you can emerge as a pioneer in challenging situations and position your company in the forefront. Just remember your employees need morale boosts too. They have your back, prove to them you’re leading them in the right direction.

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