We’re certainly not out of the economic downturn and its challenges such as cash flow, supply chain issues, staffing and employee satisfaction, but as we inch closer to stability, smart leaders will take a necessary pause to evaluate, plan and adapt.
For most leaders today, cash flow is top-of-mind as organizations scramble to respond and remain proactive to COVID-19’s economic impacts. Need immediate structure around managing your cash flow? Try these strategic steps:
When it comes to being a leader, there’s a lot of pressure to perform, pressure to perfect, and to always know the “right thing to do.” But we all know nobody is perfect—including the most revered of leaders–especially when faced with uncharted territory.
Want to be an incredible leader and know what mistakes to avoid in times of crisis?Stories of great leaders, particularly those navigating rough waters, are powerful for us today. Here are some top crisis-leadership mistakes…and how to avoid them.
We’ve all been in meetings where the discussion gets heated. They’re not fun. Team communication needs to feel safe now more than ever.
Let’s be honest. There’s no “recovery playbook” in this COVID-19 world. There are, however, lots of assumptions out there—assumptions about when things will return to normal, what that new norm might look like, and how we’ll be impacted.
In the midst of uncertainty, stability is anything but a buzzword. It’s a hot commodity. Your business must have it to move from crisis to recovery. The odds of recovery and resilience are more possible if you do the following:
Hard as it might be to admit it, we sometimes put off the tough stuff in our job. Procrastination is a leadership pitfall. Here are some points to keep in mind:
With the understanding that it’s necessary to spend time in reactive mode just to keep up with the hour-to-hour changes of business and the world, there is also an opportunity for leaders to make a strategic, conscious effort to be in the proactive space.
In the spirit of helping all leaders, we’re sharing some of what we know to be true, based on our consulting expertise that’s been ongoing since 1960. Since that time, we’ve helped tens of thousands of leaders and clients manage serious challenges.