Covid-19 is an unmitigated disaster – but it has ignited a radical ‘Can-Do’ mentality in many leaders and organisations. Can it last?

In the teeth of the crisis, many organisations have executed phenomenal transformations. Most of them were considered impossible before lockdown. How have they done it?

Here’s what leaders are telling me. The world had to be created anew. It was a terrifying prospect but an exhilarating and empowering process. Our new superheroes are, of course, frontline medics and carers. But many leaders in key industries have recast themselves as maverick super-achievers. They are busting through hierarchies because decisions have to be taken. They are tearing up red tape because things have to be done at lightspeed. They are working longer hours than ever, but what they don’t have to do is tell their teams how to prioritise workflow. Up and down their organisations, people are suddenly energised, motivated and know exactly what needs to be done.

I’ve seen clients in the banking sector rediscovering their sense of purpose as their teams channel livelihood-saving cash to small businesses, or coach elderly clients coming to terms with online banking. I hear the excitement from leaders in petrochemicals who have retooled to produce PPE and hand-sanitiser gel in astonishingly rapid business transformations.

Haidt’s wonderful ‘Elephant and Rider’ model goes some way to explaining how these shifts happened overnight. The powerful, majestic creature of dynamic change represents the emotional side of our brain. Right now, for many of us it’s supercharged with the desire to do good, to make a difference. When the elephant’s in that frame of mind it will take us, quite literally, anywhere we want to go. The rider on top is our rational brain and, in crisis management-mode, it has no room for procrastination. It is laser-focused on our mission. Over the last few weeks, I’ve seen leaders clearing paths for teams of elephants and riders with a passion, a strength and a speed that’s been remarkable to behold.

So, here are three key questions: Do we really need things to be this bad to get people mobilised? Will we inevitably revert to safe silos and old hierarchies as soon as the pandemic wanes? And perhaps most importantly, Or can our new-found sense of the possible be a kernel of good that we can take away from this awful crisis how long before maverick super achievers hit burnout?