Thanks to a great 4th grade science teacher, I grew up knowing that lions survive in prides and dolphins navigate in pods. But lesser known, yet not less important, is the wildebeest. The mammal that has taught our organization how to adapt during uncertain times. Operations at the Omaha Community Foundation amid the coronavirus pandemic have moved forward almost seamlessly due to forward-thinking planning, fighting inertia, and clear communication.

Here’s how we did it:

We looked at our landscape first.

Several years ago we examined our technological landscape. We discovered that our internal ecosystems were not optimal for remote work, nor were they attractive to a multi-generational workforce. So, we set about the task of upgrading our computer and phone systems. Making sure that our upgrades were predominantly cloud-based, included mobile apps, and provided contingent ways to communicate.

Our team, who was still largely based in the office four weeks ago, didn’t use the full capacity of these systems right away, as they really weren’t a necessity. But as the recent pandemic unfolded, everyone was happy to master new technologies, help coworkers who might be struggling, and stay safely at home. It was refreshing to see how employees volunteered to be “trainers” on the pieces they knew best.

We moved quickly and left no one behind.

Like the wildebeest, we have been relentless in our advance of helping each other and the community.

We took steps to secure the office and the safety of our staff. These steps included regular updates about the state of the virus from the CDC, restricted office access, viral containment cleanings, and a “presumptive positive” approach to symptoms. By making proactive decisions and clearly communicating the expectations to staff, we have all been on the same page from the beginning. We’ve learned to advocate for the safety of each other, which includes the friends and family we extend to.

Right away efforts began to establish the now active COVID-19 Response Fund. OCF launched this responsive fund to provide resources to organizations in the metro area who support those who are impacted by the coronavirus.

Looking out for the “herd” has been necessary work for us all.

We haven’t been afraid to sound the alarm.

Wildebeest are unique because they make an alarm call to signal other members when they are in trouble. At the Foundation, we have taken a similar approach. We know that physical distancing can take a toll on the team, especially those who are more gregarious, social, and outgoing. We established early-on that signals for help were expected and appreciated.

We immediately started scheduling virtual bi-monthly all-staff meetings.  Managers initiated contact with their teams.  Our Equity Team established virtual bi-monthly social hours. As the Human Resources Director, I sent videos, made phone calls, and even delivered donuts on a Saturday dressed as a unicorn.

We established a habit of staying connected from the beginning.

I find it interesting that a herd of wildebeest is called a ‘confusion’– seriously. I suppose that is because the act of migration itself can be noisy and confusing, as can any time of uncertainty. But the wildebeest seems far from confused to us. He has taught us that being aware of our territory, pulling together, and traveling as part of the herd is the safest way to make the journey.