RESPOND. RELIEVE. REBUILD. ®VOLT.

A MANUAL FOR ACTION LEADERSHIP IN COVID-19

A MANUAL FOR ACTION LEADERSHIP IN COVID-192

THERE'S NO TIME FOR THOUGHT LEADERSHIP.

This manual is for brands that want to know how they can proactively leverage their resources and influence to help people, communities and the world through this crisis.

There are examples of emerging tactics to dive deeper into the content throughout - they will appear as such: revoltlondon.com. And as this rapidly evolving crisis develops, we will continue to update the document.

Our actions now and over the coming months can write a new chapter in history. If we can help you in any way, please get in touch: alex@revoltlondon.com

In care and support, Team Revolt.

The COVID-19 global crisis calls for action.

At Revolt, we dedicate ourselves to helping our clients and partners understand how they can make a difference - and there is no more important issue at this time than the COVID-19 crisis facing our global community.

As the crisis continues to impact people and society across the world, both in ways that are obvious and ways that are hard to predict, we believe businesses and brands are uniquely placed to offer support and alleviate suffering.

Since the start of this crisis, many of our clients have come to us to help them understand how they can take action, and do so with maximum impact and integrity.

A MANUAL FOR ACTION LEADERSHIP IN COVID-193

LEADING ACTION THROUGH A CRISIS

PHASE 1 Respond

PHASE 2 Relieve

PHASE 3 Rebuild

While the urgency of the crisis remains acute, brands can take action to serve critical needs and safeguard society.

As the social impacts of the crisis become an uncomfortable new normal, brands can provide opportunities for fulfilment and connection.

When the worst has passed and the world is putting itself back together, brands can support recovery and build for a sustainable and inclusive future.

TODAY TO COME

A MANUAL FOR ACTION LEADERSHIP IN COVID-194

PLEASE SECURE YOUR OXYGEN MASK BEFORE HELPING OTHERS.

Keeping a stable and employed workforce is the most important thing organisations can do to maintain resilient communities. So start inside before engaging the ‘outside world’:

1. Putting people’s safety first is not a choice. Do what you have to do to protect your people, and pay particular attention to your supply side who are often the hidden front line in this crisis.

2. Transparent engagement is key. Build a two-way cadence of communication that’s focussed and honest.

3. Keep your supply chain and customers updated. Nobody expects you to have all the answers, but outreach today will build strong relationships over the longer term. Read McKinsey’s 5 sets of actions for how companies are responding

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 RESPOND5

®SPONDPHASE 01

• How are people feeling? Anxious, uncertain, scared

• What's our role? Support, reassure, advise

• How should we act? Act like a public health service campaign and help where you can

The world is dealing with the immediate impacts of the crisis and in need of critical public health services and support.

Businesses have the resources and influence to help where it is needed most, and to serve as a beacon of optimism and reliability at a time when everything feels frightening and uncertain.

Now is not the time to pull back. It's the time to invest in safeguarding the future.

Respond to the crisis by supporting the government and organisations dealing with the crisis, caring for the vulnerable and stepping up where help is urgently needed.

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 RESPOND6

RESPOND BY SERVING

During a crisis, there are always people working on the front lines, taking the brunt of the pressure. People whose jobs are vital to public health and safety but who are also at risk of being vastly under-supported. Different countries vary on their definition of essential workers, but understanding where we can best serve them begins with identifying their needs, assessing where you can have the most impact, and providing tailored support to solve the real problems being faced.

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 RESPOND7

SERVING THE HOMEFRONT

Teachers educating and taking care of the children of people working in essential services.

Social care and charity workers protecting children and society's most vulnerable.

Fire service professionals responding to emergencies.

Cleaning staff providing vital sanitation services.

Prison and probation staff supporting our justice system and the people in it.

Truck drivers keeping our food supply steady and accessible.

Waste disposal professionals keeping our environment hygienic.

SERVING THE FRONTLINES

Read more

Read more

There are many less visible, but no less critical, heroes in this crisis. How can you serve them?

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 RESPOND8

RESPOND BY RE-PURPOSING

For all the talk of brand purpose, now is the time to re-purpose in order to keep our households, communities and economies going.

Every type of business has resources that can be redirected towards responding to the specific and urgent needs of this crisis. This support can come in many forms, from moving your operations towards producing much-needed supplies to transforming your physical spaces into supermarkets and delivery hubs.

The key is to think resourcefully about how you can repurpose what you have, to bridge current gaps and solve urgent needs.

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 RESPOND

ASSESS WHAT YOU HAVE

IDENTIFY WHAT WE NEED REFERENCE

Materials Supplies https://edition.cnn.com/2020/03/26/tech/dyson-ventilators-coronavirus/index.html

Operations Infrastructure https://news.lenovo.com/sprinting-to-bring-tech-to-emergency-hospitals-in-wuhan-covid-19/

Production Scalability https://www.ft.com/content/e9c2bae4-6909-11ea-800d-da70cff6e4d3?ftcamp=traffic/partner/feed_headline/us_yahoo/auddev&yptr=yahoo

Real estate Safe spaces

Money Funding

People Expertise

9

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 RESPOND10

RESPOND BY CAREMONGERING

Anxiety is high. We don't know what tomorrow looks like, let alone the future.

Caring may be the most important action we can take for one another during these difficult times.

‘Caremongering’ is about going above and beyond putting your oxygen mask on. It's about thinking proactively about how you can best support every member of your extended community.

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 RESPOND11

UTILITY

EMPATHY

REACTIVE ACTIVEParents

Minority groups

People with disabilities

Carers

Self-employed

Low income families

Small business owners

Informal economy workers

People without access to infrastructure

People in high-risk countries

People aged 65+

Autoimmune and respiratory conditions

In this crisis certain cross-sections of society are experiencing more challenges than others.

There are many ways to support these groups - from more pragmatic efforts to acknowledging their hardships and celebrating their efforts.

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-19

PHASE 02

12

®LIEVEHow are people feeling? Stressed, frustrated, bored

What's our role? Support, facilitate, entertain

How should we act? Help people deal with the new normality of social distancing

As the world tries to readjust to this unprecedented new reality, the concepts of social distancing, self isolation and lockdown begin to mean very different things to different people.

Brands need to quickly understand the significant cultural and lifestyle shifts that are beginning to be brought about by this new normal.

Identifying the byproducts of the lockdown - more time together and apart, deterioration of mental and physical health, missed moments - will provide opportunities to bring support and utility to the fore. Those that will succeed will be prepared to adapt and evolve depending on how long the new normal goes on.

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1913

RELIEVE:

Being restricted to the confines of our houses creates challenges when it comes to keeping physically fit and mentally healthy.

Some of the most innovative and creative solutions, however, might come from brands who are willing to listen to and learn from their customers, providing new utility outside their obvious roles.

Gyms and yoga studios are transitioning their services online, meditation apps are offering free mindfulness and celebrity chefs are providing lockdown recipe inspiration. WITH HEALTHY

LOCKDOWN LIVING

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1914

FIND PHYSICAL SOLUTIONS.

KEEP MINDS

HEALTHY. THINK OUTSIDE THE TUB

FIGHT THE DIGITAL DESIRE

LOOK FOR EXERCISE IN THE UNEXPECTED

FACILITATE FAMILY COOKING

REVOLUTIONISE THE TUTORIAL

PACK IN ADDED UTILITY

PROVIDE MICRO-LIFTS

ENCOURAGE ACTIVE SOCIAL MEDIA USE

DISMANTLE THE DIGITAL DEPENDENCY

FUEL FRESH THINKING.

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1915

During these times it's more important than ever for people to maintain positive, quality relationships with friends, family and loved ones, across every living situation.

Challenges are arising as new couples are finding themselves cohabiting for the first time, and parents and children learn to cope with family lockdown. But this crisis has swept the globe at a time when more people are also living alone than ever before. Brands have an opportunity to step in and help people maintain the quality relationships and interactions they relied on in the pre-crisis world. Creating online environments and experiences will be key but we mustn’t forget the offline community.

Nearly a fifth of the UK population is estimated to have no access to a smartphone or laptop and 24 million Americans lack broadband internet access. In our enthusiasm to embrace the new world of digital relationships how can we make sure we don’t forget about those who remain in the physical world?

RELIEVE:

WITH NEW FORMS OF

TOGETHERNESS

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1916

REIMAGINE SOCIAL OCCASIONS

INITIATE INTIMACY

CONSIDER COVID

COHABITERS

Read more

Read more

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RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1917

With searches for the word “bored” increasing by 626%, it’s obvious that many are struggling to keep themselves entertained after weeks of being cooped up at home.

Parents are also suddenly finding themselves in uncharted territory, without the support of schools, having to keep kids occupied 7 days a week, often while they try to work in the same environment.

Some brands, particularly in Asia where the initial novelty of lockdown has long passed, are creating inventive ways of keeping people occupied, some of which could reshape how we entertain ourselves in the future.

WITH QUARANTAINMENT

RELIEVE:

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1918

CULTIVATE CULTURE IN ISOLATION

EMPOWER 24/7 PARENTS

CREATE ONLINE CLUBS

Read more

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Read more

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1919

It's important we learn from countries that have been living in this new reality for a while, where a whole host of additional and sometimes unexpected issues have arisen.

One such example is that of the moments that are beginning to be cancelled, missed or just forgotten about. Weddings are being cancelled, Easter egg rolls are being called off, and even funerals are being banned, but there are also smaller everyday moments that are being forgotten, like the headspace people go into when commuting. Brands that can ensure people are still able to celebrate and enjoy these will add huge value and come out the other end in a much stronger place, having connected with people on a meaningfully emotional level.

RELIEVE:

WITH RESCUED MOMENTS

RELIEVEA MANUAL FOR ACTION LEADERSHIP IN COVID-1920

PRESERVE PUBLIC HOLIDAYS

PROTECT PERSONAL CELEBRATIONS

RESCUE ROUTINES

Read more

Read more

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REBUILDA MANUAL FOR ACTION LEADERSHIP IN COVID-1921

®BUILDHow are people feeling? Shocked, mourning, relieved

What's our role? Rebuild, reconnect, re-energise

How should we act? Help people come out the other side with optimism and sensitivity

As we come through the largest shock in living memory, the world will open its doors to a new existence. Nobody knows what this will look like, but it’s fair to suggest that we will have developed new habits and new perspectives.

As brands, the world we operate in might be more uncertain. But as we recover, and start to rebuild, there will be an opportunity to help shape what the future looks like for our economies, our society and our planet.

PHASE 03

REBUILDA MANUAL FOR ACTION LEADERSHIP IN COVID-1922

REBUILD:The impacts on the economy is far-reaching. Charities in the UK are set to lose £4bn over 12 weeks. Unemployment rates will rise - in the US alone, 37 million people could lose their jobs. However, as we're seeing in countries already in this phase, people inevitably start to return to day-to-day life. But what that day-to-day life looks like is up for grabs.

In this new world, purpose will be more important than ever to businesses - not only helping them forge a more sustainable world but making them more resilient and setting them up for longer term success.

THE ECONOMY

REBUILDA MANUAL FOR ACTION LEADERSHIP IN COVID-1923

REBUILD:

“Revenge Spending” is expected to be a consequence of the pandemic, and is something we’re already seeing in China. What if this product of pent-up consumer demand could be channeled into a new age of purposeful consumerism?

How could you harness the power of your purpose to make consumers’ spending have a greater impact on the world?

How could you help ensure that the surge of consumers spending helps other businesses that might have struggled during the crisis?

"The virus doesn’t discriminate between people but the accompanying economic shock certainly does.” Embrace the benefits of hiring people from diverse backgrounds. The poorest are more likely to be at risk during this time, and will be hungry for fresh opportunities.

The new tomorrow will be much improved if we can include everyone's voice in the conversation.

Could new ways of working developed during the crisis help create openings to new audiences once it’s passed?

Could you look to invest in up-skilling eager workers to increase your talent pool? As we emerge on the other side, there will inevitably be

changes in business model priorities. Businesses being expected to step up and help solve the world’s problems will become the new norm. The winners will come out of this crisis living their purpose, both internally and externally, and measuring their impact in order to drive pride and belief from within.

What success metrics could you implement to demonstrate a happier, healthier culture?

How can you bring leaders on the Purpose journey to live it from the inside out?

THE ECONOMY

Read about donut economics

REDIRECT REVENGE SPENDING

CAST YOUR NET WIDER

BUILD A BUSINESS

THAT THRIVES

REBUILDA MANUAL FOR ACTION LEADERSHIP IN COVID-1924

REBUILD:

SOCIETY

The COVID-19 pandemic has already changed society in an untold number of ways - at the time of writing, almost a quarter of the planet is stuck at home. And when we come out the other side, it will be changed forever - this moment in time will have ramifications for years.

We will be feeling relief, excitement, energy. But also loss and grief. And with that, lifestyle changes across the board. There will be new approaches to living that may put some brands’ offerings into question. But equally, there will also be new fights to address.

Arguably the most sensitive area to tackle, society will need and want the support of brands as people recover and rebuild their lives.

BEFORE COVID-19 AFTER

1. FEELING UNTOUCHABLE,

CONFIDENT.

2. LIVING ALONE BY CHOICE, SOCIALISING

DIGITALLY.

3. DISREGARD FOR STRANGERS,

LACK OF EMPATHY.

1. COMING TO TERMS WITH LOSS AND MORTALITY.

2. CRAVING TOUCH AND IN-PERSON EXPERIENCES.

3. APPRECIATION FOR COMMUNITY SPIRIT.

REBUILDA MANUAL FOR ACTION LEADERSHIP IN COVID-1925

REBUILD:

The sense of loss that is already being felt by entire nations is significant. The loss of freedom to move and interact will soon be compounded by the loss of jobs, livelihoods and the passing of family members due to the illness.

Brands should take a sensitive approach to regrowth, supporting employees and consumers as they adjust to the new world outside their homes.

Could you offer a support network for your employees who have suffered loss?

How can you sensitively help consumers to come to terms with the new world?

SHAPE COMMUNITY SPIRIT INTO COMMUNITY SOCIETY We are getting to know our neighbours. Our local shops. Our elderly. And for the first time in history, we are united across the globe by a common (non-human) enemy. United by what we can and can’t do.

That sense of community spirit may change the way we live completely. Businesses that embrace their role within those communities by helping them thrive will be rewarded by loyal customers.

How can you use your products to unite your global consumers after this shared experience?

How can you continue to build your relationship with the new communities that have formed?

SOCIETY

CULTIVATE A CULTURE OF REAL CONNECTION People will have spent weeks or months without contact with spaces, objects and people beyond their household. As society recovers, there will be a desire to reconnect with the physical. Brands are perfectly positioned to satisfy that need, through their products and brand experiences.

How could you best utilise experiential to help people reconnect?

From Glasto to Tokyo 2020; how might you leverage the rebirth of postponed cultural events?

CREATE SAFE SPACE FOR GRIEF AND RECOVERY

REBUILDA MANUAL FOR ACTION LEADERSHIP IN COVID-1926

REBUILD:2020 was going to be the year of the climate emergency.

But since the outbreak, we’ve seen conferences and summits cancelled, plans delayed, and initiatives put on hold due to a much more urgent type of crisis.

But as the world adapts and overcomes the challenges that COVID-19 presents, parallels are being drawn between our response to this crisis and that of the Climate Emergency.

The two don’t need to be addressed separately. The national lockdowns are even doubling up as test beds for extreme climate measures. What would the world look like if business just.. stopped? We're already seeing lower pollution levels in China and the UK, and the water quality improving in Venice. As we head into recovery, there will be huge importance placed on how businesses turn their attention to the longer climate crisis, both now and into the future. This is the reminder of the decade. We need to build a more sustainable world, regardless of challenges.

THE ENVIRONMENT

REBUILDA MANUAL FOR ACTION LEADERSHIP IN COVID-1927

REBUILD:

Consumers are consuming, travelling and experiencing less as a result of this pandemic. But there has been a dramatic uptick in online searches for things like cooking, DIY, and gardening.

This is reducing the impact humans are having on the environment. And as these hobbies turn into habits, brands will be wise to acknowledge the benefits of these new behaviours for their brand and the planet.

Is your brand able to support lifestyle balance? Highlighting the benefits of simple pleasures may lead to more sustainable consumers.

Be the brand that acknowledges the benefits to come out of the COVID-19 experience. What changes can you maintain internally beyond the lockdowns?

THE ENVIRONMENT

Brands will not be forgiven if they use COVID-19 as an excuse for shunning sustainability commitments.

All businesses that have teams working from home are on an equal playing field. Expectations by consumers, environmentalists and governments will remain once the dust settles, and there won't be any extension of time for action.

Could you remind consumers of your commitment with a campaign?

Gather internally to reconnect on your promises. How could you implement rigour across your supply chains?

Time is still ticking toward an irreversible date (2030).

This viral pandemic, if anything, has demonstrated just how fast things can be done with the right approach.

Apply that sense of urgency to the climate crisis, which has a similar need for collective action, just to a much greater scale.

Be bold. Can you bring your deadlines forward by a year? Five years?

Encourage your consumers to see the similarities of the crises. What’s your mindbomb to draw attention to the urgency?

KEEP YOUR PROMISES

APPLY YOUR CRISIS LEARNINGS

SHAPE GOOD HABITS INTO BEHAVIOURS

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 SUMMARY28

ACTION PRINCIPLES

ONE First look inside, then turn and look out to those most in need.

TWO The crisis is shared, but keep your fight personal.

THREE Move fast but considered. React, adapt, pre-empt.

FOUR Think digital, but stay grounded in the physical.

FIVE Preserve your purpose and future-proof for a new world.

A MANUAL FOR ACTION LEADERSHIP IN COVID-19 SUMMARY29

COVID-19 ACTION PLAN

PHASE 1

RESPOND

• BY SERVING

• BY (RE)PURPOSING

• BY CAREMONGERING

PHASE 2

RELIEVE

• WITH HEALTHY LOCKDOWN LIVING

• WITH NEW FORMS OF TOGETHERNESS

• WITH ‘QUARANTAINMENT’

• WITH RESCUED MOMENTS

PHASE 3

REBUILD

• THE ECONOMY

• SOCIETY

• THE ENVIRONMENT

While the urgency of the crisis remains acute, brands can take action to serve critical needs and safeguard society.

As the social impacts of the crisis become an uncomfortable new normal, brands can provide opportunities for fulfilment and connection.

When the worst has passed and the world is putting itself back together, brands can support recovery and build for a sustainable and inclusive future.

STAY SAFE

ALEX@REVOLTLONDON.COM

+44 (0) 20 7428 8000

revoltlondon.com

30 Oval Road London NW1 7DE

+44 (0) 77 1332 1863