We Are in Unprecedented Times

COVID-19 is transforming the way billions of people live, work, buy, and relate to one another, and the changes seem to come by the minute. This unchartered territory of a global pandemic has inspired both fear and hope; shuttering commerce while stimulating innovation; forcing us to keep our distance while at the same time bringing us closer together.

In the midst of fear, confusion, and anxiety, companies emerging as leaders are those that recognize the fundamental truth that it is not the time to abandon corporate citizenship. It’s time to double down.

As many companies turn inward, the ones reaching out to care for their customers, employees, and communities are rising above their competitors, inspiring confidence and cultivating loyalty. In addition to growing brand affinity and strengthening corporate reputation, companies creatively meeting the needs of internal and external stakeholders are unlocking new business opportunities, channels for customer acquisition and market segments. We are seeing, in action, that corporate citizenship is, at its core, a performance strategy.

When it comes to COVID-19 corporate citizenship efforts, taking the right approach and tone is essential. We’ve included guiding principles to help companies respond as corporate citizens to COVID-19 in a way that demonstrates empathy, offers meaningful help and leaves a lasting impact. We’ve also captured examples of how leading companies are stepping up their corporate citizenship efforts to help meet critical needs during this challenging time.

Doing The Right Thing, The Right Way

Consider Your Core Competencies:

What problem is your company uniquely equipped to help solve? What resources, logistics, equipment or personnel can you mobilize that others cannot? What is within your power to control? Consider your core competencies and be creative with how you leverage them. For example, perfumeries and distilleries are converting their facilities to produce hand sanitizer. Technology equipment manufacturers are now making surgical masks. Service providers are waiving late fees, expanding free services and canceling shutoffs. Grocery stores are creating a safe space for the elderly and vulnerable. Contemplate unexpected ways to ease the pain for employees and customers while demonstrating your unique capabilities.

Begin in Your Backyard:

While scale is often an asset in corporate citizenship efforts, COVID-19 is an opportunity to care for the local communities you call home. Small businesses and local non-profits also tend to experience the greatest need. Without the safety net of support from broader networks, they are the most vulnerable – and all the more most appreciative of the support. Consider the community in which you are headquartered as a starting point, like Amazon (Seattle), Microsoft (Seattle) and Google (Silicon Valley). Think about ways to stimulate the local economy, support small businesses, increase employment opportunities for residents or support students and families.

Don’t Act Before You’re Ready:

In an environment where companies are announcing ambitious initiatives and relief efforts every day, it’s easy to feel pressure to make commitments before you’re ready. Don’t give in to panic. If current projections are accurate, the needs created by COVID-19 will only increase with time, so there will be plenty of opportunities to help. Begin developing a strategy now that will allow you to sustain your commitments long-term and be prepared to evolve and expand efforts over time.

Identify the Right Partners:

Delivering meaningful assistance depends on finding the right partner. Consider supporting non- profits that provide direct services to your priority populations. Don’t give how you’d like to give – understand your partners’ greatest needs and meet them. While financial support is necessary, it may not be sufficient; think about providing in-kind or pro bono support. Beyond non-profits, consider pre-competitive collaboration with other companies. Demonstrating a willingness to partner with other companies – especially competitors – for the common good is both powerful and authenticating. Be willing to think outside the box and grow with your partners over time.

Communicate Thoughtfully:

Right now, it’s not about you. And if consumers or employees get the sense that you are being inauthentic or promotional, your efforts will backfire. Keep communication simple, succinct and focused on the objective – providing assistance. In the words of MIT Sloan Management Review, “Let others know what you’ve done” but “don’t boast.” Share helpful information but limit the volume to only what is essential. Integrate it seamlessly into any other communication around what you are doing to operate responsibly as a business during this time. Don’t aggrandize the impact of contributions. To the extent possible, use communication to uplift and inspire; weave in stories of hope and humanity as you share the steps you’re taking to speed collective recovery efforts.