At our workplaces, problems, calamities and crises happen and they also occur in our private lives. No boss, no leader, no company, and even no country can escape from this undeniable fact.
And by definition, most crises lead to change. And, the changes that ensue after a disaster or crisis frequently tend to be bigger and more substantial. Potentially, they can alter the trajectory of life for an individual or business.
In Malaysia for example, currently a lot of people are in the throes of a crisis. The floods that have caused devastation to many parts of the country are so severe and will lead to dramatic changes. People's lives will be affected and altered in many ways.
Considering the harsh effect of most crises, whether personal, at the workplace, or even in our nation, it becomes vital how we actually manage ourselves and, in turn, the crisis itself.
Many companies are underprepared for any crisis.
In fact, some would say our response to the current disaster in the country shows that the authorities were terribly unprepared. And, the ripple effect of these floods will have long lasting ramifications for all of us, and the already pandemic-battered economy of Malaysia.
For example, in the present flooding tragedy, not everyone rose to the occasion and provided the necessary leadership.
Some people just got overwhelmed and were struck by inertia. Others did senseless things because they were not schooled at managing a critical situation. And, there were some who overreacted and made matters worse.
In your businesses and careers, how you behave in a crisis will shape your company.
The first step is to always assess the situation. And this assessment works in tandem with your ability to detect and forecast the issues. Did you identify any warning signs before, and were you already working on preventative measures?
Remember to take the appropriate amount of time to evaluate the circumstances. Sometimes, you will have a reasonable amount of time to assess the situation. And on other occasions, acting expediently will be necessary. Most of all, don't end up overreacting or freezing.
Do whatever it takes to calm yourself down, then determine the facts, and separate the emotional dramas that often accompany a crisis, get objective and expert advice, and see the crisis for what it is.
Next, you need to engage. Engage everyone. Get everyone on board. A company-wide crisis will need all hands-on deck, so to speak. There will be people you trust implicitly, and also significant people who have knowledge and expertise in certain areas.
The key is to ensure that decision-making becomes effective. And you will get the buy-in of everyone because they feel included in the process.
After doing this, you need to put a strategy in place.
Any strategy must be multi-pronged. What needs to be done in the immediately aftermath of the crisis? What are the necessary steps to mitigate the spread of the crisis? What sort of damage containment will be prudent for the company?
Best-case and worst-case scenarios need to be played out in your strategy before your act. This kind of planning enables confident and accurate responses.
Now, take action. Actions have always got to be proactive and hands-on.
If you have a proper strategy in place that is based on clear assessment and engagement, your actions will be in line with what needs to be achieved. Remind yourself that even in a crisis, you are in the results business; meaning everything you do, must be purpose-driven and must ultimately bring about the outcome you desire.
In a crisis, catastrophe or disaster the biggest nightmare for your people is when you do not communicate. The communication you send out must be clear, concise, honest and transparent.
The fact remains that perception is everything.
Treat your team, stakeholders, and customers with consideration and respect. Get everyone involved and you will see that when there is buy-in, the results will be better.
And at the end of the day, be cognisant that emotions will run high in a crisis. Hone your emotional quotient by managing yourself, your ability to show empathy, and realise that everything you say and do has a social impact.
Your company, like our nation, is made up of people who have emotions.
A crisis defines who you are. The way you manage it; the way to steer through it; the way you provide leadership, motivation and hope; and the way you hold the hands of the people around you, all show what you are made of and the type of person you are.
Isn't this same with the crisis that has befallen Malaysia?
Shankar R. Santhiram is managing consultant and executive leadership coach at EQTD Consulting. He is also the author of the national bestseller "So, You Want To Get Promoted?
The views expressed in this article are the author's own and do not necessarily reflect those of the New Straits Times
