How to maintain a positive spirit

during the period of crisis

« From the Business side »

Regardless of whether it starts on occasions outside the organization or is clarified by inner tensions, emergency, and crisis management is never a win-win, both strategically and in human terms. Luckily, there are a couple of essential rules that can change, and transfer this troubled context into an opportunity and an open door for the organization as well as its employees.

1. Refocus on Company Values

Most organizations are based on a certain number of values: integrity, innovation, respect, quality, nature, sharing … Moral, social or environmental principles on which organizations base a large part of their communication, as well as the majority of their strategic decisions. In the midst of crisis, when all the benchmarks are sometimes shattered, these qualities and values can turn into a lifeline that the team would then be able to clutch so as to finish what has been started, regardless of affliction and adversity.

2. Be transparent and straightforward

The unknown can cause numerous worries and concerns. The corporate context is clearly no exception. Confronted with the numerous changes that can cause a crisis, employees will naturally fear for their workload, for their life balance, for the image of their company, or simply for their jobs. Regardless of whether it is idealistic to want to put an end to all anxiety, playing the card of the transparency and straightforwardness can greatly help your team not to give in unnecessarily to panic, as a result of an absence of information on the situation. Be clear, precise, and concrete, without however severely and brutally delivering data likely to reinforce a previously stressing atmosphere.

3. Be available on the ground

At the point when the ship is trapped in the middle of the storm, the captain’s first reflex is not to hide in his cabin hoping for the arrival of a wonderful break. Still on deck, he was on the contrary the first to set the pace for the maneuver in order to encourage his troops to redouble their efforts and try even harder. This essential rule, the manager must make sure to apply it to show his teammates that he is solidly associated and involved with them, even in the most difficult moments.

4. Listening to Your Team

As a leader, it is essential to take the pulse and impulsion of your team by carrying out meetings and individual interviews. Listen to your employees, assist them to verbalize their fears, and respond with empathy and honesty to their questions.

Attention, taking care does not in any case mean mothering. In a crisis, some managers tend to want to take on tasks that are usually the responsibility of their employees, sending them a disastrous signal. Despite what might be expected, in the midst of crisis, continue to delegate ( while at the same time guaranteeing necessary control), as you did before so as to show your employees that you have full confidence in their skills and abilities.

5. Maintain the Same Level of Requirement

One of the classic mistakes of managers who lack strategic vision is to think that a crisis is an opportunity to let go of some counterweight to allow their teams to gain peace of mind. While it is clearly essential to take care of its team, as we have seen above, the drop in the level of requirements and necessities can lead the company to reduce the quality of its services or its products, and in this way weaken a position. which it may already have difficulty maintaining in normal times.

The key is therefore to maintain an equivalent level of requirement, if not higher while refocusing on its fundamentals and its customers. The goal is ultimately to do better with less!

6. Maintain a Positive Attitude

Hard to keep morale high in these uncertain times? However, it is important that you strive to maintain a positive state of mind in order to preserve your team, as much as possible, from events over which it has no control.
Develop a reassuring discourse, without however falling into a counterproductive naivety, and include it in a long-term vision to allow employees to project themselves on a resolution of the situation.

7. Keep calm

Stress is unquestionably valuable and certainly useful in the short term (its galvanizing effect is well established), however, this adrenaline rush can immediately become toxic if it is allowed to settle too long.

To be able to keep a cool head when he is in contact with his collaborators, his customers or his suppliers, the manager responsible for the management of a crisis situation must take care to agree moments of relaxation: family, sport, nature, meditation, the leisure of all kinds … all means are good for decompressing and replenishing and recharging your energy and positive waves!

Be careful not to disregard and neglect your network: some of your contacts, regardless of whether they have already experienced similar situations or not, can assist you with taking a step back thanks to their advice, recommendation, criticism, and feedback.

8. Anticipate the crisis to better prepare for it

For some, the crisis resembles a tree that collapses on a house in the passage of a storm; brutal and unpredictable. For others, it is possible to anticipate this sort of situation, similar to some falling trees.

At the point when a crisis is coming, rather than ostrich in the hope that it does not impact the business, the manager must on the other hand show foresight and perspicacity to avoid that the amazement does not matter about making quick and sound decisions. This is one of the principles that permit certain companies to stand out by transforming an apparently insurmountable obstacle into a real springboard.

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