Crisis as an opportunity does not go down well
To proclaim crises as opportunities may be correct in terms of content, but is extremely badly received by people with acute existential problems that have arisen from this crisis. But one thing is actually true: crises act as a catalyst.
This increases the reaction speed. For example, with the “forced digitization” during Corona. Every CEO with a medically certified home office intolerance has noticed at the latest during the pandemic that the impossible is not so impossible.
Change as a stress factor
Likewise in the private sector. Grandparents suddenly accept the rigors of change and the technical hurdles in order to see their grandchildren again, at least digitally. We are secretly proud to have overcome these obstacles of the digital modern age. The habit of shopping online and communicating via video chat has established itself among many people.
This has massive effects on stationary retail and many other industries. The demand for quick solutions is increasing and it is worth it after Sense to look for and question how crises change our working world and thus our lives in the long term.
Leadership at a distance
The presence of employees is extremely important to many managers because it conveys a kind of "security". But it is also an old wisdom that work can be extended over time. So it was less about what was really being done during this time, but more about how long you were present. The management culture must and will change here. Towards less control, but more real trust. The new discipline for managers is called: leadership at a distance.
If there is no mutual trust, home office will not work. In the home office, it is the results that count and less how long you sat at the desk. Even though this myth that people work less in the home office - i.e. when the supervisor is not in control - should finally be eliminated.
Companies commit communicative suicide
Communication - whether internal or external - has always been the supreme discipline, but it is underrepresented in many company managements. Communication is not an executive body, but must be represented personally in every management. Especially in times of social media and co. It is crucial that everything that is written in mission statements, ethical guidelines or sustainability reports by professionals is 100 percent lived. That you yourself - the management as well as all employees - believe in it. Because it corresponds to your own values.
Some large corporations burned their fingers and maybe also their good reputation during the Corona crisis. They wanted to hour the rent because it was possible. The impossible thing about it was that with a profit of almost 2 billion euros last year, such an idea even came up. If the mission statement of this company says something about “team”, “society” and “responsibility”, the shit storm is inevitable. In very many minds, this mark is negatively marked for a long time: Marked with three stripes.
Leadership in transition
That may sound “banal”, but it is in fact a revolutionary change from the previous model. Anything I pretend to be and not really live can and will be used publicly against me (the company). This requires a new image of leadership. Leadership has to change. Away from the command giver to the team player.
A manager is a service provider for his employees. If you as a manager are tied to old ways of thinking, things get tight in new structures. The structures call for less leadership, but for real substantive authorities. Leaders who manage to unite people behind them to achieve a goal that really makes sense and embodies values. Perhaps one could call them "Sinnfluencer".
The right focus creates the future
Crises can force companies to make leaps in innovation. Jumps for which one was previously “too full” or too fearful. So it's about showing that those who get their focus right now have the chance of a bright future. Those who now take responsibility and act constructively. Those who question their business model, their communication and their management style self-critically.
Pointing blame and the constant nagging about what went wrong don't help anyone in a crisis. The focus has to move away from the crisis towards real motivation. And this motivation can be contagious. Because our focus determines our energy level, our motivation.
Motivation needs a motive. So let's focus on the possibilities. After all, it is not only about our own future, but also about the future of all employees in the company and the future of our (working) world. All of this should be worthwhile for us to look boldly into the future and really tackle changes - completely independent of crises.
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German edition: ISBN 9783965965188
English version: ISBN 9783965965195 (Translation notice)
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