Recommendations for making effective decisions in a crisis – for employers, managers, teams

first_imgWhen we face a danger, and at this moment, apart from the COVID-19 virus infection, the danger we see before us is the illiquidity of our business, the scenario of laying off employees and closing the company, the stress hormones cortisol, adrenaline and noradrenaline fight or flee for the situation (fight or flight) which can lead us to a kind of mental paralysis.   Analytical, quantitative, financial, and rationally oriented leaders, managers, and owners are often excellent at analyzing the situation, but can focus solely on numbers and be prone to profound cost reductions in ways that can have negative long-term impacts on business. Let’s call them rational analysts and take the example of one CEO who, in a recession a few years ago, immediately started with such serious cuts that the business barely worked. She felt better, but a year later she readily admitted that by losing sight of her strategic purpose she had lost years of momentum. This loss of long-term outlook ultimately put her business at greater risk than it had before the first economic crisis. Beware dear entrepreneurs (e), wheels of tourism, keep your brave spirit and let your mental resources become your biggest ally in this crisis.   4. WHOLE BRAIN WalkAround MAKE EVERYONE FOR YOURSELF FOR EVERY DECISION NEEDED AND THEN EXCHANGE CONCLUSIONS – be disciplined and consistent, and argue about all the elements.   In moments when it is difficult for us, when we are experiencing a hurricane of fear, panic, worry, stress, feelings of helplessness, anger, sadness, it is important to notice all these emotions and not allow them to automatically take over us and that is why cognitive diversity i agility of thinking needed more than ever. What exactly does that mean? 1. # Stay at home and we discipline it and not by our interpretation of staying home. 2. TAKE ADVANTAGE OF ALL YOUR AVAILABLE MENTAL RESOURCES available to you, especially for effective decision-making in a crisis. Non-prone to change, more practical, more detailed leaders, managers and owners immediately start planning any response to the crisis, but too often they minimize any risk by focusing mainly on very short-term decisions and reactions. These practical organizers strive for the good feeling that they are “doing” something, but that can be the wrong thing to do. Conversely, leaders, managers, and owners who expend so much energy devising innovative ideas in response to a situation will create even more change than the crisis itself has created. These creative, visionary people run the risk of leading this team and organization to fatigue from change beyond what the crisis has created. Retaining some initiatives can allow everyone to focus and not have to reinvent everything.  Maintaining a long-term perspective 2. ASSEMBLE A COGNITIVALLY DIVERSE CRISIS TEAM AS YOU WOULD    ENSURE ACCESS TO A WIDER PERSPECTIVE Tourism was among the first. The strongest support of our budget. There are a lot of questions and few answers. It is ungrateful to talk about any predictions and figures at this time. We find ourselves in extraordinary circumstances and no one has been able to prepare us for it whether we are a large hotel corporation, a smaller travel agency or a small family renter. We all have the same questions; What will be? What to do? What to do next? In times of crisis, making decisions important to our business requires a breadth of thinking that we are often reluctant to do even in “normal” circumstances (without being aware of it) because “when everything is right” we mostly rely on our familiar, well-established ways of thinking and behaving. By using it, you will ensure the inclusion of all the thinking perspectives you need, providing a cognitively diverse approach and ensuring better results and an increased dose of innovation. Therefore, these are two key messages: Otherwise, in business, it is important, and especially in these crisis situations – to gather people around us who are different, especially our opposite. If you find it difficult to identify who should make up your crisis team – in this table you can “quickly” scan some forms of behavior and thinking that can help you: 3. USE THE WalkAround – Whole Brain® BUSINESS DECISION-MAKING ANALYSIS MODEL 1. AS AN OWNER / MANAGER, AWARE HOW TO DECIDE DECISIONS OTHERWISE? Setting a calm, appropriate pace Our recommendations are based on Whole Brain Model crisis management. It is equally applicable to large organizations and eg small family farms.  Below we explain which extremes you can go to and the importance of balancing all mental centers, ie it is important: Recognition of saturation from change Continuing to launch a new product, developing creative solutions, or allowing policy flexibility (in a given context) that will meet the needs of employees and the client simply does not happen because they seem too risky. This is a “crisis mentality” that reacts in the only way it knows how – to withdraw to control over the preservation of all recognizable processes in the business. Leaders, managers and owners whose first reactions come from a limbic center who are otherwise more people and relationship oriented, could find themselves in a situation overwhelmed by the emotional demands of the situation and as a result experience tremendous distraction and blockage. The reaction of this type of leader (intuitive communicator) inadvertently affects the rest of the team who begins to worry and becomes frustrated by the delays in financial, technological and operational decisions that needed to be made in a calm and appropriate manner. WalkAround is a diagnostic tool for understanding, encouraging, diagnosing, and planning different approaches to a solution based on the use of all four mental centers (Whole Brain). Avoiding the “crisis mentality” These are questions that require a quick response and a change in our standard mindset because the situation is non-standard.  It is difficult to act under mental paralysis and a sense of hopelessness. And that is why we cannot be comforted when someone says “crisis is also an opportunity” because in such a state we cannot see it. In this uncertain days and months when we cannot predict what will happen to tourism, when we will again be able to travel, work and get reservations, sell our stories, indigenous products, experiences, services and everything that tourism makes tourism, we can turn to that what we have and that is MENTAL RESOURCES – within our teams and families. And that is why in such states and in these moments, even the smallest shift is important – you become aware of yourself and your emotions, you respect perspectives that you would not otherwise, you try tools like this, dive into your potentials, connect the incompatible…  If you still find it difficult to determine, we recommend that you take into the brainstorming process the people who most often disagree. You can apply the same team building within the family – it is important that key topics are discussed by people who look at the situation / problems / challenges from different perspectives.   5. ASK THESE QUESTIONS UNTIL YOU FIND NEW SOLUTIONS / IDEAS   Evaluate each important decision by answering ALL four questions according to the following quadrants. If necessary, you may want to contact others outside your team to get clear and appropriate answers for each quadrant. These are challenging times that require us to awaken the mental centers we have that we don’t otherwise use.  Published by: Marinela Dropulić Ružić, Meraklis. The text has been adapted according to thinkherrmann.com How then to achieve that “breadth, that is, stretched thinking”?  I am witnessing this these days because some entrepreneurs, including my friends, co-workers and colleagues, have already faced some difficult decisions about laying off employees, borrowing and taking great care of their own livelihoods.  last_img

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