Autor: Rodrigo Prado | Managing Director & Founder at Imppulsor
Faced with the absolute lack of certainty, the mentality and temperance of the leader are the light that guides on dark and unexplored paths.
The coronavirus pandemic is one of the most critical threats that the world has had to face in the last century. This, given its high humanitarian, social and economic costs, which possibly extend beyond the emergency in countries with fewer resources and levels of development; but also because of its scope, speed of expansion and unpredictability, all of which, until a vaccine with proven effectiveness is available, will continue to impose high levels of pressure on governments, companies and individuals.
This pressure is explained by the atypical scenarios of uncertainty that this crisis generates and the abrupt, and still partly unsuspected, possible transformations that will open in the short or medium-term due to the effects of COVID-19…
The atypical scenarios of uncertainty explain this pressure that this crisis generates, the restrictions that we currently face to function personally and professionally, and the abrupt, and still, partly unsuspected, possible transformations that will open up to short or medium-term as a consequence of the effects of COVID-19. The simultaneity and scope of all these factors make their “modelling” or processing for decision-making complex, which at times could well generate disorientation, sensations of loss of control and emotional instability in commercial and business leaders.
To begin to organize an adaptive response to the crisis, the first thing is to recognize that we are facing a threat with extraordinary characteristics and for which there are more questions than answers. The second is to shed good response patterns in other circumstances and open up to careful operational improvisation to search for the most effective responses to new challenges. At this point, administration becomes more evident as an art and not as a science.
Faced with the absolute lack of certainty, the mentality and temperance of the leader are the light that guides on dark and unexplored paths. Leaders can effectively mobilize their organizations by defining clear priorities and organizing work teams that facilitate compliance, empowering the right people to distribute decision-making, thus increasing information assimilation capacity.
Although contexts such as the current one require speed in decision-making, its peculiarity is that, at the same time, the scarcity of information to adopt them requires certain degrees of reflection before acting. Hence the importance of a moderate leadership, but not passive, capable of critically assessing the development of events that has firmness to tolerate pressure and determination to take anticipatory action.
Although contexts such as the current one require speed in decision-making, its peculiarity is that, at the same time, the scarcity of information to adopt them requires certain degrees of reflection before acting…
Finally, leadership in this type of situation requires the implementation of empathy towards employees in terms of how this crisis affects them and their families, high degrees of transparency and constant feedback on the state of the company and maintaining Long live unity of purpose around the business objectives of the commercial area.
The coronavirus pandemic is one of the most critical threats that the world has had to face in the last century. This, given its high humanitarian, social and economic costs, which possibly extend beyond the emergency in countries with fewer resources and levels of development; but also because of its scope, speed of expansion and unpredictability, all of which, until a vaccine with proven effectiveness is available, will continue to impose high levels of pressure on governments, companies and individuals.
This pressure is explained by the atypical scenarios of uncertainty that this crisis generates and the abrupt, and still partly unsuspected, possible transformations that will open in the short or medium-term due to the effects of COVID-19…
The atypical scenarios of uncertainty explain this pressure that this crisis generates, the restrictions that we currently face to function personally and professionally, and the abrupt, and still, partly unsuspected, possible transformations that will open up to short or medium-term as a consequence of the effects of COVID-19. The simultaneity and scope of all these factors make their “modelling” or processing for decision-making complex, which at times could well generate disorientation, sensations of loss of control and emotional instability in commercial and business leaders.
To begin to organize an adaptive response to the crisis, the first thing is to recognize that we are facing a threat with extraordinary characteristics and for which there are more questions than answers. The second is to shed good response patterns in other circumstances and open up to careful operational improvisation to search for the most effective responses to new challenges. At this point, administration becomes more evident as an art and not as a science.
Faced with the absolute lack of certainty, the mentality and temperance of the leader are the light that guides on dark and unexplored paths. Leaders can effectively mobilize their organizations by defining clear priorities and organizing work teams that facilitate compliance, empowering the right people to distribute decision-making, thus increasing information assimilation capacity.
Although contexts such as the current one require speed in decision-making, its peculiarity is that, at the same time, the scarcity of information to adopt them requires certain degrees of reflection before acting. Hence the importance of a moderate leadership, but not passive, capable of critically assessing the development of events that has firmness to tolerate pressure and determination to take anticipatory action.
Although contexts such as the current one require speed in decision-making, its peculiarity is that, at the same time, the scarcity of information to adopt them requires certain degrees of reflection before acting…
Finally, leadership in this type of situation requires the implementation of empathy towards employees in terms of how this crisis affects them and their families, high degrees of transparency and constant feedback on the state of the company and maintaining Long live unity of purpose around the business objectives of the commercial area.
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