Lessons for Crisis
4. Create calm.
Understand at this stage that many people around the company are angry, confused, frustrated, and nervous. And, for the most part, these people are going to fight to protect their own interests. The notion of “for the greater good” or “for the good of the company” does exist, but the most noise will come from those who are fighting for their own best interests, which, in many cases, is natural and understood. They want to hold on to their power and their jobs. They want stability and security. Good employees will want to leave. Mediocre employees will want their jobs. Good customers will want to leave. New customers will be uncertain (having heard rumors in the marketplace). Suppliers will be stretched out and they will just want their invoices paid. Some will have already filed lawsuits. And your senior lenders and banks, sensing trouble, will start to reduce your credit lines at the precise time you need more cash. In short, pressure will mount from every direction, and everyone is mostly looking to take care of their own interests.
Businesses are living entities, even when they are dying. A gardener doesn’t stand over his plants and yell at them to grow. A gardener plants, fertilizes, waters, nurturers, and pulls weeds daily. Calmly and earnestly he guides, and life grows. Creativity, strength, and endurance will all be fostered in a calm environment, even in the middle of a crisis.
Task: Review your attitude. Review the attitudes of key managers. Everyone is stressed, tired, frustrated, and angry. That is understandable but it’s not productive. You need to get everyone to a place of calm and understanding. Calm but not aloof. You still need to move quickly to address the crisis.