• 31. March 2020

Anxieties and crisis management in times of the corona virus

Sorge und Krisenmanagement in Zeiten des Corona-Virus

Anxieties and crisis management in times of the corona virus

Anxieties and crisis management in times of the corona virus 1024 683 Goldkind
Ultimately, with the emergence of the curfew restrictions, it is clear worldwide that we are in a crisis that will manifest itself in a severe recession after initially tough interventions in economic life. While people see their fundamental freedoms reduced, the uncertainty over duration and economic impact are great. We get to know different sides of each other, our life, our social contacts, our job and read about the “new normal” which futurologists are trying to describe. You read about “re-gnoses” that look back from one day x in the future to today in order to recognize the changes that may persist. (Read here) One also reads about dark future scenarios in which the world order is shifted. All of this only helps everyone to a limited extent from one’s grief over the loss of the old order. What has been lost is foothold. A clear orientation towards norms, an everyday life that seemed irrefutable. And in this state of limbo life continues. Above all, the economic life, in which payments have to be made, contracts kept, new contracts signed. Do you follow the “rock solid” principle or rather “adapt to new realities” or a mixture of both? Here’s one approach, my approach:
  1. Basically, it is important to be clear about the effects on your own business. What does that mean for my strategy, my planning, my operations and my cash position?
  2. Where can I find my floor? Say: If everything goes against me, where is my retreat that will definitely carry me over the crisis? What do I have to do? Was I honest enough with myself that I did everything I could, even against my first intuition?
  3. Where can I go at best? If everything goes well, what will my company look like?
  4. What can I take from my measures from the worst case scenario into my “real case”, which is somewhere between worst and best case? What definitely makes sense in any case and became clear just because I was forced to think about it?
  5. Discuss this middle ground quickly with the entire team, adopt the plan based on it and then act quickly on it!
  6. Communicate! Everyone is asking the same questions and needs support. At least give this hold where you can. In your company.
  7. Plan is good, implementation is important! Now it is getting concrete and the measures have to be detailed so that the implementation is successful.
  8. Public grants are no help. Yes, there are gigantic programs that are supposed to support our economy, but it would be negligent to trust them and even count them in.
  9. Last but not least: Don’t panic. Now is the time for leadership, with a cool head, and not for headless flutter.
In that sense: Stay healthy and communicate what you know! Also talk about what you don’t know and communicate again as soon as you know it. Authentic leadership is believable and gives support in a volatile, uncertain world.