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4 Behaviors that help managers in crisis management

The rise of the Coronavirus and the ensuing financial crisis has changed the working conditions of many organizations around the world.

4 Behaviors that help managers in crisis management.

Some organizations were able to adapt to the corona world, and many suffered major blows. In general, with the emergence of similar crises, what decisions can leaders and managers of organizations make to reduce harm and overcome the crisis, and what actions can they take? In this article, we seek to answer this question and introduce four behaviors that help managers in crisis management.

Prior to Corona, leaders, and executives of organizations sought to enhance creativity, competitiveness, revenue management, and market share; But today, most of them are involved in managing their expenses and maintaining their assets.

Under the new circumstances, on the one hand, many of them face operational problems such as manpower shortages, disruption of the supply chain of goods and services, and declining sales.

On the other hand, the same leaders and group members must be concerned about maintaining the health of themselves and those around them and tackle the challenges of telecommuting.

The combination of these challenges strongly influences the attitudes and decision-making methods of managers and leaders.

Changing approaches and choosing new strategies is not easy. Organizational leaders and managers of businesses small and large are facing challenges not seen previously.

Obviously, in such a situation, the need for fast and effective training in crisis management and organizational survival is essential. Here are four important and effective behaviors that give managers the ability to adapt to new changes and developments.

4 Behaviors that help managers

1. Decide quickly

Decision-making is one of the most important characteristics of successful leaders, But decisions are not always made under favorable circumstances. In times of crisis, like the corona epidemic, conditions change rapidly.

Therefore, it is necessary for the leaders and managers of the organizations to increase their decision-making speed. Leaders in this era have succeeded in being able to quickly process the information of the situation and make the necessary decisions in a timely manner.

It is easier said than done. The larger the organization, the more complex the decision-making level; As a result, it becomes more difficult to make immediate decisions. In such a situation, the following recommendations may be helpful. 4 Behaviors that help managers in crisis management.

Set priorities. Identify 3 to 5 most important goals of the organization in the new context. At the beginning of a crisis, these goals can include maintaining employee health, managing liquidity, addressing important customer issues, and continuing executive activities. 4 Behaviors that help managers in crisis management.

Identify essential problems and make sure the management team is looking to solve them quickly. Lighten the various options. What conflict might there be between predetermined priorities? The conflict between important priorities and emergency priorities?

Or between the organization’s survival today and future success? The best leader is the one who, instead of thinking about all the possibilities, categorizes his priorities so that he can lighten them.

Form a Crisis Room: As the leader of the organization, you do not have to make all the decisions alone. Identify for the organization who, what issues, and when to make decisions. Build the decision-making reference pyramid in the organization downwards, not upwards.

Take action and avoid mistakes: A quick decision is definitely not perfect because the circumstances have prevented you from getting an overview. So you have to deal with possible mistakes. Also, know that the consequences of not making a decision are worse.

2. Adapt.

Strong leaders, in critical situations, are not afraid of ignorance; Rather, everyone is trying their best to access the maximum information from different sources. They also use the help of external experts to adapt to new conditions. The following behaviors increase the strength of your compatibility with your organization:

Identify prohibitions: It may seem cruel; But in a crisis, some executive matters must be set aside. Determine them with you. Decide firmly and articulate them.

Set aside yesterday’s approaches: Set aside what dreams and strategies you had for the organization before the crisis. Many of the programs you designed and worked on yesterday are no longer effective today; So you have to invent new ways for your organization to function. As the leader of the organization, you must be aware of the new environmental conditions.

Your battlefield can be the service and sales department, ‌ shareholder status, staff, and supply chain. This is done by determining mechanisms for gathering information or consulting with people who are well aware of the impact of the crisis on each sector. Strong leaders know their battlefields well and monitor changes in each area.

3. Take the helm.

Powerful leaders step forward in crisis management and try to manage the issue. They adapt their team, set new standards, and promote a culture of responsibility and accountability.

To avoid getting lost in a crisis storm, do the following:

Be careful of priorities: You should write down your priorities concisely and make sure they do not conflict with each other. Design a structure to monitor the implementation of priorities and, on a daily or weekly basis, identify actions that contradict them and warn each department.

Make a list for yourself and review and update it daily. Identify Key Performance Indicators (KPIs). Identify 3 to 5 of the most important key weekly performance metrics, and ask managers in each department to report consistently.

4 Behaviors that help managers in crisis management

Take care of your physical and mental condition. As a leader of the organization, you have a heavier responsibility. So you have to keep your energy to get through difficult situations.

Have regular ways to keep yourself fit, such as proper nutrition, adequate sleep, exercise, or anything that energizes you and keeps you well. Increase your ability to cope with difficult situations.

4. Be effective.

In times of crisis, nothing is more important than taking care of your group. Influential leaders, in this era, pay attention to the circumstances and distractions of group members. However, they are trying to find new ways to motivate and make the group effective.

They also clearly state new goals for members. The importance of this issue is that crises outside the organization, such as the corona world, although a health crisis, have also led to financial crises. Explaining new goals and priorities to members leads to better coordination to overcome these stressful situations.

You and the group of managers help the members by doing the following behaviors.

Get in touch with team members. With the help of communication technologies, continuously (daily or weekly), first ask about the health of your employees. Then go to work reports.

Be sure to take the time to do this. When the connection is interrupted leaders of the other members of the organization (eg, in the era of teleworking ), reduce the level of communication and decision-making, regardless of the status of the group is more likely. Be careful not to make such a mistake.

Divide responsibility. Assign some responsibilities to other members of the group. Identify influential and capable people who can help you lead and use their capacity to lead the team.

Divide your attention between the customer and staff groups. To address customer requests in times of crisis, first obtain customer information. Taking action without notice may hurt your customers. Then set up incentives such as extending repayments and special exemptions to help.

To help employees, focus on empathy and support for their mental and physical condition. Also, watch out for employees who have to show up for work and provide them with basic health facilities. Remember that these small tasks have a significant impact on the performance of members of the organization.

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