As the tragic events in Ukraine continue to unfold, many business leaders have felt compelled to help. It’s uplifting to witness countries come together and support a nation that is facing unimaginable trauma. However, the question is, when does help become a hindrance?
In a global crisis such as the one we’re seeing on our news channels right now, it’s crucial that help is given in order of priority. I believe that businesses must approach a matter of this severity with the human hierarchy of needs in mind, and pivot in a way that will serve to best solve those needs.
For us it was obvious – we could offer a very efficient solution to a pressing problem. Pocketalk is a language translation service which has Ukrainian as one of the 82 languages put through a powerful translation engine that enables accurate, comprehensive translation, in seconds.
We worked with refugee charities to get our devices in the hands of Ukrainian people who needed it on the Polish border. Just imagine arriving in a country where you don’t even know how to say hello, let alone ask for help. We were able to address that need and provide communication at a time when people were vulnerable, worried and potentially unsure who to trust.
However, while it was obvious for us, what if your product or service doesn’t naturally fit into the hierarchy of needs that serves to cover food, shelter, communication and emotional wellbeing support? That’s when it can become easy to fall into the trap of just systematically ‘giving things out’ and if too much of something is given, it can overwhelm the resources on the ground helping.
Helping in the right way
Whilst it has been reassuring to see the initial efforts of many people filling trucks and cars with clothes, nappies and goods to give to refugees, there were reports that in some cases it created a problem at the other end. The items being sent needed organising and storing by a team who could then distribute to the masses. Many charities and organisations helping at the borders quickly became overwhelmed and asked those who were donating to consider what and how much they were sending over.
Some organisations, like ours, can offer immediate support, others need time to pivot their offering or consider what they can do. It’s important to address the tension between wanting to help and being able to support in a way that is useful and helpful.
Let’s take a taxi firm for example. They could use their fleet of vehicles to transport essential provisions to temporary housing or take refugees to job interviews, hospital appointments and so on. Or, an IT software provider could help set charities up with the necessary IT to enable refugees to communicate with relatives once they arrive in foreign countries. It’s possible. A local pub could host a welcome evening for refugees new to the area to help build a support network. Sometimes, it’s a case of thinking about the bigger picture and what needs people across the whole journey will have. That’s when companies can make a real difference.
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And if a product or service simply can’t be pivoted enough to help, then there is always an option to offer refugees work opportunities, pay for training or send monetary donations to not-for-profits who are endeavouring to help.
The most important factor to consider is making sure the help offered is really ‘help’. It’s tempting when there is such a tragic event happening to just want to do something – anything – to support those affected. But you need to ask yourself this – “is this just creating more work for those at the other end or can this be distributed immediately and easily address an urgent need.” If you don’t know the answer, speak to the organisations supporting the refugees directly and ask what help they need. It may be that your assistance is required at a later time or in a different location, so it gives you time to get your support package together and ensure it goes to the right place at the right time.
This isn’t about fame and fortune; this is about doing what’s right and doing it the right way.
By Joe Miller, General Manager, Pocketalk
About the author
During my career I have been fortunate to develop businesses during a time of amazing growth/innovation. The advent of hardware and software business models and helping to define several of the most meaning entries in the market.
The one common factor in each of these businesses is demystifying and introducing technology that changes people lives. As a first mover in each category the path was uncharted. Hearing their feedback and stories buoyed each of these companies and inspired us to push harder.
