| | What “not to do” in a downturn? | | | | Modifier la taille du texte: | A | | | A | | |
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| | Par:- Areff Salauroo
On 17/02/2009 |
There are some mistakes that are committed by managers at the start of a recession and when the full impact of the recession is felt. The signs are already there for many businesses: deteriorating sales forecasts, declining revenue growth and contracts being renegotiated.
The danger for managers is its inability and/or unpreparedness to deal with this new situation. The biggest danger remains that increased pressure to do something radical to save the business may lead to poorly conceived actions. For some reasons, management gurus have been saying for quite a while that the 21st Century Manager should have the skills to work under pressure. So, here we are: living these testing times.
We should NOT:
1) drive morale to an all-time low.
2) lose the corporate identity we built with so much hard work.
3) stop recruiting the best talent available.
4) prompt top talent to desert.
5) ignore opportunities to increase revenue.
6) stop our exploration of additional sources of revenue.
7) lose key skills and information.
8) cancel capital projects that are needed for the upturn.
9) outsource processes that are not ready to transfer .
10) wander the business and industry intelligence acquired with so much efforts.
There are other things that our readers would like to add to this list so as to make sure that business managers do not have easy recourse to poorly conceived actions. We need to prepare ourselves to go through the hard times with readiness. And when the economy stabilizes, we will recover easier, better and faster than those who have not well managed the difficult times.
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| la flamme | | | Most importantly we should not as leaders desert the situation, and go somewhere else like..... london? | | | 12 lark rise | | | Very interesting point of view shared here. Managers should really take a number of things into consideration before going for any major decisions. Managers shoudl realise that during times of economic gloom there is a thin line, between making things better and making things much much worse. Simple decisions, being prepared as well are vital. Managers should be prepared to shrug off any difficulty, and the best way to do that is by being prepared! A failure to prepare is a preparation to fail! | | | Ivan Santiago | | | COuld not agree more with the above article. Some managers are seriously in need of some training! Simply giving out these instructions to some managers could act as a major catalyst in scuppering economic gloom! | | | Ivvvvvv | | | very encouraging point of view shared. managers should act as a lader in these times, and as mentioned in the article not spoil everything acquired with much ard work and effort from everyone in the company. | | | YNWA | | | Very positive insight offered by one of the professionals of the country, not many of those around to be honest. Anyhow, rightlt pointed out, these are just some decisions and guidelines by which managers should imperatively go by. You have to be able as a manager to lead, and take the right decision and not crumble under pressure. Managers should not take the easy option of laying off workers. It's simple, why should workers pay for the bad strategc decisions taken by employers (Air Mauritius). We as an economy are not only suffering because of bad managerial decisions taken, but also because of some very questionable governmental decisions. Take Air mauritius for example.. how can you expect people who do not have any experience in a particular field to perform well, and deliver when appointed in that field in question? Would like to thank l'express, and the article writer for shedding light on some simple yet sometimes unseen truths by sharing this article. | | | Enahem | | | Managers should try and act with calmness in times of economic crisis. Correct me if am wrong, but I believe that there is a general prejudice that managers, or even indiviuals think that an ecnomic downturn can only be tackled with major decisions, like pointed out in the blog last week, laying off of workers as one example amongst others. However sometimes, small changes, positive changes could make a huge difference. Being united in times of difficulty, thinking together of a solution as one, could make a big difference. Its not as simple as said obviously, but we should not make things more complicated than they already are. Managers should be able to lead in these times, maybe you should be expecting autocratic decisions to be taken in these times, but managers have to be able to follow a number of guidelines, so as decisions are taken in the best interest of the employees, and the company. In the words of W.Clement Stone, "There is little difference in people, but that little difference makes a big difference. That little difference is attitude. The big difference is whether it is positive or negative." | | | Yuved | | | Happy to see such an article to be honest. Us mauritians are strong to point out the problems, but finally and refreshingly an article which preconised some solutions. | | | hitman | | | This is in direct relation to the previous blog put forward, where it was questioned whether we should lay off workers in times of economic downturn? We should re think our strtegies during an economic downturn, as pointed out in the article, a number of guidelines are given out which managers should stick to! I was particular interested in the number 3 where it was said that we should stop recruting top talents around. That makes sense when you take a moment to ponder about this reflection. You can recruit new talent, but is it really worth the added training cost? employers should also take into account the number of years of service that employess have dedicated to the organisation, which s priceless before taking any dramatic decision. | | | Iv | | | I strongly agree on the discussion and the idea brought forward, and couldnt disagree with fellow reader Fernando more. My dear friend, articles like these are printed I believe in a way to help individuals enlighten themselves about what not to do when the economy in general is going through a hard time. Its negativity, and comments like these that add to the gloom! What a fallacy to believe that there are only three categories of managers according to the gentleman in question. People are here to point out problems? Who doesnt know the problems? We all do, and but nothing is going to change if we sit here, and talk about them are they? Taking the initiative to talk about the kind of decisions that should not be taken in times of economic gloom is a first step on a journey towards economic stability. Tryin to analyse solutions is a way forward, but as Mr Fernando, pointing them out is two steps back mate. | | | bill | | | good time make bad habits...so during crisis we should get reed of our bad habits and rethink about a new strategy to reform... | | | bilaal | | | 6 Things To Do In A Downturn
We're all living in the fear of an economic meltdown. No doubt about it. Everyone is feeling insecure. Unsure what tomorrow might hold. Is good that we
should know what not to do but it is also important to know what to do...
Managers should help people in their organization to cope with the "monster"?
Here are some tips:
1. Take their concerns seriously. Listen to what people are saying. Give them space to talk about their fears. Acknowledge that things are, in fact, rocky -
even really bad - for a lot of people. And that they could get even worse. This is the "place" we find ourselves working in today. Don't try to pretend it's
not.
2. Do some scenario planning. Invite the people on your team to picture the very best thing that could happen and plan ahead, just in case it happens. Then
invite them to picture the very worst thing that could happen and have them plan ahead for that, just in case. It helps people to know that, no matter what
comes, they're ready. It empowers people to see possibilities in the middle ofevery circumstance.
3. Be as transparent as you dare. Don't hide the truth from people. Usually they can sense it anyway. If you're feeling confident, let them know that and
tell them why. If you're not, 'fess up. Tell them what the challenges are because they might actually be able to be helpful.
4.Get people involved. There has never been a better time to unleash the creativity and passion of the people in your organization. You need everybody at the
table to figure out how to navigate these turbulent waters.
5.Keep the main thing the main thing. It's easy, when you're scared, to get off track and lose sight of your purpose. Don't. In fact, now is the time to
ruthlessly examine every single thing you're doing. Does it help you fulfill your purpose? If not, stop doing it. You can't afford to waste resources doing
things that don't matter.
6.Stay healthy. And do what you can to help your team stay healthy, too. Take time to play together. Check out this article at Entrepreneur.com for some
ideas about how to do that. Invent your own. The more you laugh together, the more effective and creative you'll be. And it'll help you keep things in
perspective.
| | | samia haroon | | | an employee totally relies n depends on the behavior of its employer.if the Boss himself is not a strong n decisive authority in an organization, it fails to pull up the morale of its employees at all times. so at a times of downturn such organizations can really loose it all! | | | Hish29 | | | My opinion is that more HR managers should follow that route. Instead in Mauritius most of them try to go the other way round and finally its only those who are really working for the success of the company that pay the price of the incompetence of those at the highest rank. it would be must that those points that was put down by Mr Salauroo is use as a guidlines for other HR managers who as fernando pointed out are aware of problems only when it has already happened. I would really urged HR managers to review their strategy in this monent of crisis and to follow sensible route as pointed our above | | | truthometer | | | We should not be afraid of change; of innovation; of competition. We should not forget that the future will not look like the past and that what got us here will not get us there. We should not forget to remind our government that we are paying taxes so that they should work for us and not the other way around. We should not forget that this is the best time to analyse, acquire knowledge and skills | | | Ghazi/Shaheed | | | carry on inthe same manner as in the past but should rather revisit its objectives and strategies.The best way to accomplish this is to take its staff in confidence and organise a brain storming session. | | | Kirk Varaden | | | I think we should add to the list Investment in R & D. Managers should think twice before cutting budget on R & D as this can make the difference for ending the downturn quicker. | | | Fernando | | | Areff Salauroo, will all best intentions most local managers, senior managers, executives etc are bound to miss by half a mile in those tough times for the mere reason that they are not fit for the job they are paid for!!! Crony capitalism rules over here not merit...
There are three types of managers:
1. Those who make it happen, come what may!
2. Those who watch it happen.
3. Those who ask...what happened!!!
Unfortunately an overwhelming majority of local managers are in the third category... garbage in garbage out!!!
The best training & advice won't change a damn thing...coz there are just useless!!! | |
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