Whether you lead a long-established company or a rapidly rising newcomer, 麻烦最终会找上门来. It’s just a part of business – and quite frankly, a part of life.
真正的领导力是一个人在危机时刻坚持并专注于优先事项的能力. Performance under stress can show how quick-witted or level-headed a person is, 或者相反, it can show where his or her weaknesses lie.
我相信,作为一个领导者,你能做的最聪明的事情之一就是在危机发生之前预测到它. 陈腐但真实, 你应该预料到——并为——意想不到的事情做好计划,培养一种“危机准备文化”,让部门主管接受培训,遵循既定程序,深思熟虑地做出决定, 明智的决策.
Like a Good Boy Scout, Always be Prepared!
在正常情况下为平稳运行的企业提供基准的组织操作模型往往在危机期间消失, throwing the leadership team into a morass of uncertainty and chaos. 当想象潜在的危机并制定即时反应计划和程序时, most experts recommend instituting these three pre-emptive steps:
- Designate an insider who will be the point person for managing information. 这不应该是CEO, but someone entrusted to calmly and thoroughly gather, synthesize and report on critical information (e.g.首席执行官的幕僚长、高级公关主管或总法律顾问助理);
- Appoint a rapid response team to support that person; and
- 给这个团队一些情景训练.
The third point is vital, but all too often overlooked. 经验是最好的老师, 当真正的危机到来时,时不时地进行一些现实的练习可以带来很大的好处.
Most companies have operational procedures established for crises, i.e., shut down manufacturing equipment or implement cybersecurity measures, but fewer have processes or policies for internal and external communications. 在大多数危机中, long after the issue itself has been resolved, 沟通不畅造成的损害继续侵蚀着公司的价值,并危及其未来.
危机沟通计划必须考虑到每一个利益相关者——从可能对谣言做出反应的员工, to the media who may disseminate false information, to shareholders who may lose confidence in your leadership. 提供透明度, 集中信息流, 确保所有平台上的信息传递得到控制和一致是强有力的危机沟通计划的要素.
But There’s More to Leadership in Crisis Than Preparation
I believe the hallmark of a great leader in crisis is 360° awareness. 在危机龙卷风的中心, you will invariably be confronted with the need to learn about people, 问题, 细节或系统远低于链条, 即兴发挥根据需要即兴发挥, to take a big-picture view of the situation, and to remain committed to established values.
这可能会让人觉得混乱随之而来, but it can be managed successfully if the impacts are understood and mediated:
- 压力管理当前位置每个人都可能加班,并且觉得自己做出的每一个决定都是重大的. 认识到在这种紧张关系下,许多人的反应会比预期的好(或差);
- 时间灵敏度: Circumstances can become out of control quickly, 留给标准操作程序的时间很少,要求“所有人都在甲板上”重新确定优先级并采取相应行动;
- 组织的灵活性: Rigid hierarchical structures can be a hindrance in crisis situations when adaptability is essential to cope with immediate needs and changes in duties or the chain of command; and
- 媒体的审查: 动荡喜欢聚光灯下, 而且你可能还不习惯在其他事情之上应付媒体的压力.
如果你最近没有走过办公室走廊,现在是时候了——员工敬业度是关键!
If you have a rapid response team in place, let them do their jobs. In the meantime, remain visible to your employees. Your presence will send the message that “Everything will be okay,和“我们会一起度过难关的。.” While some parts of the process will undoubtedly require confidentiality, don’t shut everyone out and hide in your bunker. 这将助长一种“只顾自己”的心态,这将在短期和长期内毒害公司. 你需要明显地展示你对团队和员工的支持,让他们回报对你和公司的支持.
如果员工被要求提供他们的反馈和想法,他们会更主动地解决问题. Additionally, they’ll be more devoted to the cause and more motivated to help. 所以要合作.
下面的建议似乎是显而易见的, 它们是日常的“自言自语”提醒,可以在危机最严重的时候帮助你:
- 保持平衡,尽量不要失去对自己行为、脾气、情绪或意识的控制;
- Focus on the future and moving forward as a team with a shared vision;
- 记住,团队合作至关重要,所以要授权并让其他人行动;
- Challenge the process and be open-minded and willing to adapt to changing circumstances; and
- Recognize the toll of the added tension and stress on your team’s physical, 心理, 精神状况, 照顾好你的人.
总之……
在危机中,强大的领导力始于早在危机发生之前就做好计划,并在整个过程中保持冷静和合作. 坚持公司的使命宣言和核心价值观将成为决策和沟通的支柱. 保持高知名度, 透明的沟通和对危机对利益相关者的影响的360度意识将使你成功地领导你的公司走出荒野.
作者简介
汤姆施普林格 has over 20 years of experience providing strategic planning, 业务发展, interim management and technical advisory services for private equity firms, portfolio companies and public and private enterprises. Tom擅长通过创建高效的销售和pg电子游戏试玩团队来增加企业价值, developing new lines of business and fostering client relationships. 他以将技术与业务和运营结合起来解决复杂的业务问题而闻名.
你可以通过电话联系汤姆 tspringer@anatolia-club.com.
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