What happen next? First, people panick, then resentment towards the organization, and after quarantine, mass layoffs of specialists. What does an illiterate team relations policy threaten an organization with? First of all, loss of competitiveness and profitability.
Both of these examples are from “near-government” structures
What is the difference between the bc data vietnam first leader and the second
First of all, the first was able to change the leadership model, while the second was not. Crisis forces one to be more flexible. It is the leader who picks up the keys, sorts through the tools to open the magic door to new opportunities. If earlier the style could be directive, now it nes to be chang to democratic (collegial). The function of the commander-in-chief is transform more into a coach-inspirer and motivator.
Any means that raise energy and restore harmony: favorite sports, religion, mitation, books, coaching sessions, communication with friends, sauna, and so on.
How to support the team
The introduction of a psychologist and a service that works on an on-call basis, the transition to flexible planning, the introduction of creative projects and systems for attending work on a flexible schule.
As an example, at the support himself Tretyakov Gallery, at the peak of the pandemic, we organiz online art therapy groups. We sent out videos with useful exercises to relieve stress and anxiety, a helpline and psychological support, held online games and fun meetings. This allow us to get people more or less prepar to return from adb directory a long vacation.
Urgently assemble a team
There are situations when support for instance aiming at users himself a complex and ambitious task comes up and you ne to assemble a team.
The leader’s task is to “play” the team. The same principles are the basis, but requirements for the selection of people are add. Existing employees cannot be remade. In the previous example, the manager mold from what was there. A newborn team can and should correspond to the anti-crisis profile.
