【汉贝托专栏】领导者在应对危机时需要的态度 GM's Column
作者:ICC瓷砖总经理汉贝托(ICC GM Humberto Valles)
过去几周,商界领导的角色和职责发生了巨大变化。在新型肺炎开始前,高增长公司的CEO和其他高层管理人员专注于创新、增加收入和获取市场份额。如今,同样这些领导人中的许多人必须就控制成本和保持流动资金迅速做出决定。他们可能会遇到新的障碍、供应链的问题、团队短缺和运营挑战,这些都会极大地改变他们的角色和处理事情的优先顺序。突然之间,领导人和他们的团队要考虑对健康和安全的关注、远程工作以及在疫情期间对他们家庭的支持。
这似乎是一种转变,但并不容易。那些负责人将在他们尚未充分发挥其领导力的领域面对考验,学习曲线将非常陡峭。他们需要从自己的老板和公司的其他人那里获得指导。
了解如何在危机中学习和前进,不同的领导者需要让他们自己和团队培养某些行为。他们必须以速度大于精度来做决定,大胆地适应,可靠地交付以及投身于冲击当中。
情况每周甚至每天都在变化。最好的领导者会迅速处理有用信息,迅速确定最重要的事情,并坚定地做出决策。在危机期间,信息令人困惑有时候甚至不完整,利益和优先事项可能会发生冲突,情绪和焦虑会高涨。分析瘫痪很容易发生,复杂组织建立共识的趋势并不容易。领导者必须打破惯性,让组织进行让当下业务持续的培训,同时通过关注少数最重要的事情来增加中期到长期成功的几率。一个快速决策的简单框架至关重要。你必须迅速做决定,速度比精度更需要!
领导者必须确定优先事项,确定并沟通最重要的三到五个。在危机初期,那些可能包括员工的安全与关怀,资金流动性,客户关怀和运营持续性。在今天的生存和明天的成功之间,考虑紧迫性和重要性。指定决策者,并明确谁有什么权限。授权员工在可能的情况下做出决策,并明确说明什么需要上报、何时上报和向谁上报。让决策往下,而不是往上。欣然接受所做的事,不要惩罚错误。失策会发生,但不采取行动会更糟。
坚强的领导者要领先于变化的环境,并勇于适应。他们从各种来源寻求输入和信息,不怕承认自己不知道的东西,并在需要时引入外部专业意见。暂缓大型计划和开支,并毫不留情地进行优先排序。 扔掉昨天的剧本。先前带来结果的动作可能不再适用。最好的领导者会迅速调整并制定新的进攻计划。对市场和战壕中正在发生的事情有一个准确的、最新的了解是至关重要的。领导者必须尽早且经常地进行态势评估。一种方法是建立一个由当地领导人和影响者组成的网络,他们能够用渊博的知识对危机的影响和对客户、供应商、员工以及其他利益相关者的情绪做出发言。技术可以使各方聚集在一起,想出一个可以获取整个组织的问题、解决方案、创新和最佳做法的系统。
在危机中,尽管许多挑战和因素超出了他们的控制范围,最优秀的领导人拥有个人的自主权并可靠地取得成果。他们协调团队焦点,建立新的指标来监控绩效,并创建一种责任文化,保持对优先事项的警觉和协调,经常回顾绩效,甚至每周、每天。设置KPI和其他指标来衡量绩效。选择三到五个周度最重要的指标,同时有领导者的定期报告反馈。领导者必须保持镇定,即使其他人失去了理智。建立例行的自我关怀、健康饮食、运动、冥想、积蓄能量、情绪储备和应对机制,或者任何最适合您的方法。
在危机时刻,没有什么工作比照顾好你的团队并让他们发挥作用更重要了。有效的领导者能够理解团队的环境和干扰因素,但他们能找到参与和激励的方法,清晰而彻底地传达重要的新目标和信息。这一点值得特别关注,因为虽然COVID-19疫情是一个健康危机,但它同时引发了一场金融和销售的危机。深入挖掘你的团队。确保对经销商、客户和员工的关注。支持客户,伸出援手,跟踪和记录你的客户基础,加强关系,建立信任,提升沟通,将注意力从自己身上移开,并探索如何才能真正帮助客户。支持员工,以同理心为导向,关注安全和健康。在动荡不安的时候,同情心走得更远。想办法向不能远程工作的一线员工提供物质援助,如急救人员、快递员和保安。收集并放大积极的信息——成功、善举、已克服的障碍。无论你的目的是什么,庆祝你每天的英雄,提供快乐。在这些时候只要保持生产力的就是真正的英雄!
作为领导们的领导,我穿梭在不断变化的新形势中,在非常有限的时间里作出反应。支持和指导经理们的培训和教学可以大大提高他们的效率。危机时刻能透露出公司领导的很多东西。一旦火势得到控制,你有时间喘口气,想想是谁挺身而出,是谁奋力抗争,以及为什么。考虑一下,在危机后的世界里,角色将如何变化,以及你的关键人物是否已定位成功。
最后,也是最重要的一点,你应该问问自己,在危机当前和以后未来,当我们进入最终的新常态时,你希望谁参与进来!
------------ 专栏原文 -----------
The roles and responsibilitiesof business leaders have dramatically changed in the past few weeks.Before COVID-19, CEOs and other top executives in high-growth companies werefocused on innovation, driving revenue, and gaining market share. Today, manyof those same leaders must take rapid decisions about controlling costs and maintaining liquidity. They may encounter new road blocks, supply chain issues,team shortages, and operational challenges, that drastically alter the scope oftheir roles and priorities. Suddenly leaders and their teams are wonderingabout health and safety concerns, of working remotely, and supporting their families through the pandemic.
This seems but it is not an easy transition. Those in charge willbe tested in areas where they have not fully developed their leadership and the learning curve will be steep. They will need coaching from their own bosses andother people in the organization.
Understanding how to learn and how to move forward in a crisis, the different leaders need to cultivate certain behaviors in themselves and their teams. They must decide with speed over precision, adapt boldly, reliably deliver, and engage for impact.
The situation is changing everyweek, even every day. The best leaders quickly process available information,rapidly determine what matters most, and make decisions with conviction. Duringa crisis, information is confusing and sometimes incomplete, interests andpriorities may clash, and emotions and anxieties run high. Analysis-paralysis can easily result,and the tendency of complex organizations to build consensus is not easy. Leaders must break through the inertia to keep the organization trained on business continuity today while increasing the odds of mid to long term success by focusing on the few things thatmatter most. A simple framework for rapid decision-making is critical. You must decidequick and speed is moredesired than precision!
Leaders must define priorities,Identify and communicate the three to five most important ones. Early in thecrisis, those might include employee safety and care, financial liquidity,customer care, and operational continuity. Think of the urgent and the important, between survival of today and success of tomorrow. Name the decision makers, and establish who owns what. Empower the people to make decisions where possible, and clearlystate what needs to be escalated, by when, and to whom. Push decisions downward, not up. Embraceaction, and don’t punish mistakes. Missteps will happen, but failing toact is much worse.
Strong leaders get ahead of changingcircumstances and adapt boldly. Theyseek input and information from diverse sources, are not afraid to admit whatthey don’t know, and bring in outside expertise when needed. Put a hold on large initiatives and expenses, and ruthlessly prioritize. Throw out yesterday’splaybook. The actions that previously drove results may no longer be relevant.The best leaders adjust quickly and develop new plans of attack. It’s crucial to have anaccurate, current picture of what is happening in the market, and on the trenches.Leaders must get situational assessments early and often. One way is to createa network of local leaders and influencers who can speak with deep knowledgeabout the impact of the crisis and the sentiments of customers, suppliers,employees, and other stakeholders. Technology can bring the parties together;think of a system to capture issues, solutions, innovations, and best practicesfrom your whole organization.
The best leaders take very personal ownership in a crisis, even though manychallenges and factors are outside their control and reliably deliverresults. They align team focus, establish new metrics to monitor performance, and create a cultureof accountability, stay alert to and aligned on priorities, review performance frequently,weekly and perhaps daily. Set KPIs and other metrics to measure performance.Choose three to five metrics that matter most for the week, and have leader sregularly report back on each. Leaders must maintain equanimity even when others are losing their heads. Establish a routine of self-care, healthy diet, exercise,meditation, stock up on energy, emotional reserves,and coping mechanisms, or whatever works best for you.
In times of crisis, no job is more important than taking care of your team and engaging them for impact. Effectiveleaders are understanding of their team’s circumstances and distractions, butthey find ways to engage and motivate, clearly and thoroughly communicating important new goals and information. This point deserves extra attention,because although the COVID-19 pandemic is, of course, a health crisis, it hassparked a financial and sales crisis as well. Dig deep to engage your teams.Ensure focus on distributors, customers and employees. Support customers, reachout, track and document across your customer base, strengthen relationships,build trust, improve communication, keep the focus off yourself and explore howyou can truly help your customers. To support employees: Lead with empathy and focus on safety and health.Compassion goes a long way during turbulent times. Find ways to lend materialaid to frontline employees who cannot work remotely, such as first responders,couriers, and security guards. Collect and amplify positive messages —successes, acts ofkindness, obstacles that have been overcome. Whatever your purpose, celebrate your daily heroes, provide joy. Simply staying productive in these times is trulyheroic!
As the leader of leaders, I navigate new and ever-changing situations with very limitedtime to react. Trainingand teaching in support and coaching managers can go a long way towardboosting their effectiveness. Moments of crisis reveal a great deal about the leaders in a company. Once the fire is under control and you have a moment tocatch your breath, think about who rose to the occasion, who struggled, andwhy. Consider how roles will change in the post-crisis world and whether yourkey people are positioned for success.
Last and most important, you should ask yourself whom you want at the table both in the current crisis and in the future when we emerge to a final new normal!
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