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Will You Add? - The Four Myths of Crisis Management
"Bodacious" means to be bold, outstanding, and remarkable. Take those attributes to work and you're on your way to building a fulfilling, bodacious career. Does having a bodacious career sound exciting to you? It is! After starting as an $8 an hour customer service rep, I rose through the ranks of AOL, accepting four promotions and surviving over six layoffs to become the head of corporate training for 12,000 employees. Along the way I learned I needed to be bodacious to achieve the career I wanted. Out of that experience I created my "cheat sheet" of ten essential Bodacious Career Builders. Here's number four: Actively Market Your ValueOne day while I was
Crisis Management Myth #2 – Inherent in the beliefs about crisis management and its consequences, is the assumption that managers should have full control over all events in the organization. Fifty years ago, that might have been an accurate depiction of appropriate corporate management. Today, however, events are rarely “controlled,” but are, instead, managed, or orchestrated, for best effect. And, only in the rarest of organizations will any one sing
The use of cubicles by forty million Americans, about sixty percent of the workforce of America, clearly establishes the significance of cubicles in the corporate world. It has been felt that cubicles provide privacy at an affordable price. Since they are usually taller than a person sitting in a chair, cubicles tend to block out a lot of a person's voice when they are talking on the phone. This ensures that everybody can achieve greatest efficiency with the least amount of square footage invested in the office.Buying cubicles online is easy, and a whole range of cubicles is just a click away. The buyer can browse different sites and get the most suitable cubicle f
Management in the modern organization, of necessity, requires managers that are fleet-of-feet and able to manage ever-changing conditions. When the term “crisis management” was coined forty years ago, organizations were still rather staid and unchanging entities. Consequently, it was deemed an unfavorable sign if an organization of that time was regularly in a state of crisis, or, change. And, the management of that organization was viewed as needing to exert more influence to obtain control of events at the firm. Crisis Management Myth #1, therefore, is that experiencing frequent change in organizations, (or “crises”) is a bad thing. On the contrary, an organization in today’s business climate that is not in a constant state of fluctuation, change, and growth will not be able to survive. Organizations that understand the nature of change and its usefulness are those that do well. These organizations know that: 1) change is inevitable, as nothing is certain, except change itself; 2) imminent changes that are faced with courage and confidence are readily managed; 3) change brings with it a certain amount of ambiguity and turbulence; and 4) the results of facing the challenges of change well will be a more cohesive company environment, aligned with its business community and its clients and customers.
The challenge for modern managers is to learn the agility and responsiveness required in an age of computerization and technological interface. I’m frequently reminded of my research team’s early work with chaos theory and management. (Chaos Theory holds that if a butterfly flaps its wings in Tokyo this will result in a tornado in Texas.) Our essential findings from the chaos research were that managers who tried to hold situations static in their organizations (or, “stable,” in their view) were most likely to wind up in a great deal of trouble. Why? Because in their struggle to keep things from “happening,” they ignored all of the early warning signs indicating that trouble was brewing, and they refused to deal with these situations in a timely manner. And, why was that? Primarily, it was because their earlier management training had prescribed that they not engage in “crisis management.” What resulted, therefore, was the severest form of chaos, often requiring months, and sometimes years, to disentangle and to make “right.”
Crisis Management Myth #2 – Inherent in the beliefs about crisis management and its consequences, is the assumption that managers should have full control over all events in the organization. Fifty years ago, that might have been an accurate depiction of appropriate corporate management. Today, however, events are rarely “controlled,” but are, instead, managed, or orchestrated, for best effect. And, only in the rarest of organizations will any one singl
I remember this as though it were yesterday.The images are so clear in my mind: The impeccable dark blue suit, the splashy patterns on a light blue tie and the brilliantly polished black shoes; the suave demeanor, the hypnotic delivery, and the engaging stories.I remember how we sat perched on our chairs watching his every move, listening to every nuance of his intonation, not wanting to miss a word.We smiled at every promise and laughed at every joke and vicariously experienced his life as he revealed it to us.When you have these “aha” moments, you have to capture them. Otherwise they slip into oblivion. Otherwise…before you know it, your o
The challenge for modern managers is to learn the agility and responsiveness required in an age of computerization and technological interface. I’m frequently reminded of my research team’s early work with chaos theory and management. (Chaos Theory holds that if a butterfly flaps its wings in Tokyo this will result in a tornado in Texas.) Our essential findings from the chaos research were that managers who tried to hold situations static in their organizations (or, “stable,” in their view) were most likely to wind up in a great deal of trouble. Why? Because in their struggle to keep things from “happening,” they ignored all of the early warning signs indicating that trouble was brewing, and they refused to deal with these situations in a timely manner. And, why was that? Primarily, it was because their earlier management training had prescribed that they not engage in “crisis management.” What resulted, therefore, was the severest form of chaos, often requiring months, and sometimes years, to disentangle and to make “right.”
Crisis Management Myth #2 – Inherent in the beliefs about crisis management and its consequences, is the assumption that managers should have full control over all events in the organization. Fifty years ago, that might have been an accurate depiction of appropriate corporate management. Today, however, events are rarely “controlled,” but are, instead, managed, or orchestrated, for best effect. And, only in the rarest of organizations will any one sing
Since most of us are always online and our business is online, we often forget the importance of advertising our business offline. Print advertising can be one of the best forms of advertising for your buck. Why? Well, with print advertising it's in the form of hard copy and is always in view of your potential customers. Thats just one small example. Think about your daily newspaper...try hiding that in your email box! The following are just a few hints and ideas for you to consider before you place an offline advertising campaign.--->Expiration DatesYou want to be sure to include an expiration date so that the possible customer sees that there is a limited
The challenge for modern managers is to learn the agility and responsiveness required in an age of computerization and technological interface. I’m frequently reminded of my research team’s early work with chaos theory and management. (Chaos Theory holds that if a butterfly flaps its wings in Tokyo this will result in a tornado in Texas.) Our essential findings from the chaos research were that managers who tried to hold situations static in their organizations (or, “stable,” in their view) were most likely to wind up in a great deal of trouble. Why? Because in their struggle to keep things from “happening,” they ignored all of the early warning signs indicating that trouble was brewing, and they refused to deal with these situations in a timely manner. And, why was that? Primarily, it was because their earlier management training had prescribed that they not engage in “crisis management.” What resulted, therefore, was the severest form of chaos, often requiring months, and sometimes years, to disentangle and to make “right.”
Crisis Management Myth #2 – Inherent in the beliefs about crisis management and its consequences, is the assumption that managers should have full control over all events in the organization. Fifty years ago, that might have been an accurate depiction of appropriate corporate management. Today, however, events are rarely “controlled,” but are, instead, managed, or orchestrated, for best effect. And, only in the rarest of organizations will any one sing
Employee surveys are an ideal way to feel the pulse of employees. Today’s organizations are plagued by high employee turnover. Understanding the exact needs of an employee is a very big task. Attracting as well as retaining talented employees has become very challenging. It is a fact that when an employee leaves an organization, he takes with him a whole set of skills, ideas and expertise, most likely to a competitor company.Employee surveys help to determine many aspects about an employee’s ideas and feelings about his/her employer. In the long run, these feelings could become ideologies on which the company would attract better talent. Hence, understanding the ne
Crisis Management Myth #2 – Inherent in the beliefs about crisis management and its consequences, is the assumption that managers should have full control over all events in the organization. Fifty years ago, that might have been an accurate depiction of appropriate corporate management. Today, however, events are rarely “controlled,” but are, instead, managed, or orchestrated, for best effect. And, only in the rarest of organizations will any one sing
Branding is an extraordinarily powerful marketing tool that is commonly overlooked. Your business needs to create an image of your company in the minds of consumers. Contrary to what most people believe, branding isn’t just a logo. Your businesses purpose, focus, and image all must be combined to create your brand. There are several benefits from making your brand stick in consumer’s heads.Create MemorabilityIt’s hard to remember a company with a generic name. You may not be able to distinguish their purpose and business focus. And why would you call a company if you couldn’t tell what they did? Branding your business ensures consumer
Crisis Management Myth #2 – Inherent in the beliefs about crisis management and its consequences, is the assumption that managers should have full control over all events in the organization. Fifty years ago, that might have been an accurate depiction of appropriate corporate management. Today, however, events are rarely “controlled,” but are, instead, managed, or orchestrated, for best effect. And, only in the rarest of organizations will any one single individual have the ability to fully control all of the events and “goings-on” in the organization. I know of very few organizations where control of this sort is so complete. Most organizational management responsibilities in today’s organizations are shared amongst several of the corporation’s leaders (for example, Presidents, CEOs, CFOs, COOs, and others), all working in orchestrated teams that lead organizational efforts. To fear engaging in change evidence, or “crises,” because full control over all situations is preferred is at one and the same time both a delusion and an unattainable goal.
Crisis Management Myth #3 is a corollary to CM Myth #2: The “crisis manager” has no focus, because there is no control when managing in a state of crisis. The simple remedy for lack of focus is to engage in a sound strategic planning process. The sole purpose of the strategic plan is to serve as the focus and the ballast for the organization when faced with serious questions and challenges. For an organization that has developed a solid strategic plan, there should be no question of straying from the central focus.
Crisis Management Myth #4 goes like this: When you’re dealing with crises, you’re not dealing with business. In today’s business world, crises (or, the everyday challenge of constant changes) are business. There are many personality profiles among those who choose to join the management ranks. Included among them are individuals who do not relish change. In my executive coaching practice, I work with these “change-aversive” managers to help them understand the importance that processes of change can bring to an organization. This work employs strategies that assist the manager in harnessing the better aspects of change and discounting some of the more unfavorable aspects.
Peter Drucker has said: “Unless it is seen as the task of the organization to lead change, the organization . . . will not survive.” A change leader sees change as an opportunity, not in the negative sense, as a crisis. Crises, or situations of chaos, are simply opportunities that lead to change and to growth.
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