The team had developed trust given past proof of delivering on promises and demonstrating empathy in key moments. In this time of crisis, we decided investing in our people was the only goal. Money was not going to be an obstacle; profit-making and bookkeeping was not a consideration. As such, we did not have a specific budget but focused on getting everyone to safety as quickly as possible while making sure we were relocating to a place that was comfortable and welcoming.
Options were becoming more and more limited by the hour. We consulted with the best legal and immigration experts to act swiftly and decisively. We decided that Dubai was the best option in the short term while we looked for another longer-term option. Why Dubai? We determined the city was accepting of Russians, multicultural and relatively open when it came to visas. While it was not the cheapest option, it was the quickest and safest for the time being. We organized all travel, airfare and accommodations and contracted a third-party relocation group that would help ensure paperwork was fast-tracked and that we had expert advice on next steps.
Part of our team then spent a few weeks in Dubai but did not feel comfortable settling there long term for cultural and practical reasons. We decided that going back to Europe would be best for us. After looking at our options, which included Portugal, Serbia and Cyprus, we opted for the latter. Once again, we took care of all airfare, healthcare, visas and housing and rented an office on the Mediterranean island. Our team has been living in Cyprus for a year now, and we have slowly been repatriating our Russian team at their own cadence based on their personal needs.
A new understanding of connection
When I reflect on my own experience, I find that empathy and compassion were at the core of my ability to connect with my team—vulnerability was never a sign of weakness. We were all going through a difficult situation together, and while I focused on keeping my cool when communicating, I did share with my team how I was feeling: scared, excited, determined, confused. We were going through it together.
Vulnerability, in particular, has been characterized as a negative leadership trait. Leaders are supposed to be strong, and being vulnerable opens a leader to being perceived as weak or tested. I know this to be false, as I have seen vulnerability and empathy go hand in hand. I view my ability to empathize with my team as a personal strength, and as an important tool to be used by leaders to connect and build trust. During the height of our difficult journey, this trust was at the root of our successful outcome.
Authenticity is another key element to building trust—something 88% of consumers say they value. But less than half of marketers actually believe their brand messaging has a significant impact. This is a visible disconnect full of missed opportunities. If we want to enhance loyalty, retention and acquisition among customers and employees alike, we need to invest in understanding their values and developing strategies that allow us to live and evolve alongside them. That ultimately builds trust, which is at the heart of buying decisions.
