The current pandemic has completely changed the business landscape, especially tourism, entertainment, and events, which will take a while to revive. However, the real ability is not tested during good times but during the tough times. Below are the 4 key pillars that I practice during times of a crisis.
United as a family
An organization is nothing more than just a brand name and logo, and the success or failure lies in the hand of its people. Humans generally do not like inconsistency. During the time of economic crisis, the role of the senior leadership is to ensure that every member of the organization is looked after. One of the essential qualities is the ‘art of listening’ and truthfully clarifying their concerns or insecurities.
Be decisive and quick
Every day is different, and significantly during crisis, things could change very fast; hence it is imperative to make decisive decisions and act quickly. These situations do not have the luxury of time to make multiple permutations and combinations. At times, no action or decision is the worst decision in a crisis. The leadership should ensure that ground up, the entire organization is geared to move fast and proactively.
Adaptability
Being adaptable is the key to sailing out of the storm. One of the best approaches is to have quick brainstorming sessions with team members and listen to what they think can help. It may not be the precise idea, but it could be the seed to a great idea which senior leadership may have never considered. Leaders need to listen, especially to the execution team, because they have the ground realities and are most connected with the situation. Listening and adapting to the ever-changing situation can always help the organization sail through economically challenging times.
Develop other leaders and utilize teams
In a crisis, you need everyone who leads their space without much dependency because each could be managing a critical area that requires full attention. Leadership also gets everyone actively involved, and this gives immense growth to the team culture. Investing in leaders and creating small teams managing key areas, whether quick adaptability and change, or new revenue streams, or optimizing operations are the easiest and safest way to unite and move forward during the crisis.
A crisis will define each individuals’ real skills, whether they have it to be leaders and look at the larger picture. It would be best if you accept the given situation, come up with quick solutions, lead the team, and have empathy in managing unpleasant and challenging situations. It is always that transparent communication with the team helps organizations sail through economic turmoil and move from surviving to thriving.
– Niladri Mondal
Also read : The Future of Events, Activation and Experiences
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