At the moment of uncertainty of the future, the head of any system automatically finds himself in the position of parent-child. This requires control of his condition. Like in an airplane during turbulence: first put the mask on yourself, and then on the child.
A leader must first of all be congruent, that is, inspire trust. Words, body language and emotional background should not contradict each other, and for this you need the strength to be calm, look good and have a margin of safety. Panicking and fussing are the last thing you should do. It is also destructive to give false hopes and fall into the pit of “pre-election” promises.
Good example
A major Russian bank that came bc data taiwan under sanctions pressure. The manager made the only right decision. He gathered the managers and, based on the data and analysis he received, discussed the situation with them. He honestly gave the full layout: what will happen if this is so, and what could happen if that is so. The leader showed which indicators had fallen, which could fall in the near future. He did not hide or remain silent, but came out to them with the truth. I call one of the main mistakes of top management: no comments. Lack of information breeds mistrust, and mistrust breeds negativity.
: he made them important point part of an active plan. How? He drew several development paths. He said that if we go the first way, we will have to reduce the staff by …%. If events develop the second way, then twice as many percent in the next 3-6 months and we will definitely have to close a number of areas.
When new relevant products are offered
Processes are important point restructured, someone categories select category get a will find a way to reduce costs. Then the percentage adb directory of layoffs will be reduced.
Each of the managers then gathered their departments and based on the results of the meetings, products and processes were proposed, budgets for this year were revised and reduced. The employees themselves voluntarily offered to reduce their salaries, and the managers refused bonuses. This allowed the team to be preserved.
