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How to Be a Leader in a Crisis
By SiliconIndia | Tuesday, 27 December, 2011 | 1 Comments
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Bangalore: Leadership in a crisis is a matter of how to be, not how to do. Crisis management tests the quality and character of leaders just as much as it is a test for their skill and expertise. And most of these leaders are the people who understand the essential, train the organization for a crisis, infuse values that maintain a powerful and ethical response; and lead the organization powerfully.
Here are a few lessons for leaders charged with leading their business through a crisis.
Leaders ought to face reality.
Leaders need to recognize their role in creating the problems. Gather their teams, gain conformity on core causes as extensive recognition of realism is the vital step. Leaders should also stay away from attempting to uncover quick-fixes that tackle the indications of the crisis as it only ensures that the organization will end back in the similar quandary. Each person on the management side must be prepared to recognize their existence and tell the whole truth as problems can't be solved otherwise.
No matter how bad things are, they will get worse.
Many leaders cannot usually believe the grimness of a situation when faced with bad news. As a result, they try to influence the bearers of awful information that things aren't so terrible, and quick action can make problems go away. This usually causes leaders to underestimate and undershoot the ark in terms of corrective actions. Taking a series of steps less powerful, as a consequence. If they reorganize their cost base for the worst, the can get their organization healthy for the turnaround and take advantage of situations that present themselves.
Never waste a good crisis.
A crisis presents the leader with the platform to get things finished that were necessary at any rate and offers the sense of importance to speed up their implementation.
Before asking others to forfeit, volunteer yourself first.
The leaders should step up and make the most sacrifices themselves if there are any to be. Everybody is waiting to see what the leaders would do in a situation. If they will they stay true to their values, would they bow to external pressures, or tackle the emergency in a frank way, would they be prefer short-term rewards, or make future sacrifices in turn to fix the enduring situation?
Be antagonistic in the marketplace.
Even though it may sound counter-intuitive, an emergency presents the best chance to alter the game in your favor. A lot of people look at a crisis as something to get through, until they can go back to business as normal. But "business as usual" in no way returns as markets are irreversibly altered. So why not make changes that shift the market in your favor, in place of waiting and responding to the changes as they take place?
Here are a few lessons for leaders charged with leading their business through a crisis.
Leaders ought to face reality.
Leaders need to recognize their role in creating the problems. Gather their teams, gain conformity on core causes as extensive recognition of realism is the vital step. Leaders should also stay away from attempting to uncover quick-fixes that tackle the indications of the crisis as it only ensures that the organization will end back in the similar quandary. Each person on the management side must be prepared to recognize their existence and tell the whole truth as problems can't be solved otherwise.
No matter how bad things are, they will get worse.
Many leaders cannot usually believe the grimness of a situation when faced with bad news. As a result, they try to influence the bearers of awful information that things aren't so terrible, and quick action can make problems go away. This usually causes leaders to underestimate and undershoot the ark in terms of corrective actions. Taking a series of steps less powerful, as a consequence. If they reorganize their cost base for the worst, the can get their organization healthy for the turnaround and take advantage of situations that present themselves.
Never waste a good crisis.
A crisis presents the leader with the platform to get things finished that were necessary at any rate and offers the sense of importance to speed up their implementation.
Before asking others to forfeit, volunteer yourself first.
The leaders should step up and make the most sacrifices themselves if there are any to be. Everybody is waiting to see what the leaders would do in a situation. If they will they stay true to their values, would they bow to external pressures, or tackle the emergency in a frank way, would they be prefer short-term rewards, or make future sacrifices in turn to fix the enduring situation?
Be antagonistic in the marketplace.
Even though it may sound counter-intuitive, an emergency presents the best chance to alter the game in your favor. A lot of people look at a crisis as something to get through, until they can go back to business as normal. But "business as usual" in no way returns as markets are irreversibly altered. So why not make changes that shift the market in your favor, in place of waiting and responding to the changes as they take place?
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