I noticed that I started my professional life at a time when it was only uphill. A typical phenomenon of Generation Y, which grew up in times of high security and growth. The statistics show that Germany has been growing steadily since I started my career.
During this time, I have learned from leaders and mentors how to scale an organization and build it to grow. It was invested, risked and won. I was watching the leaders closely at the time and trying to learn so that maybe one day I could get into such a role myself. Now I have been a manager myself for 8 months and have been able to implement many of the strategies. But I was never prepared for one thing: Corona – management strategies in times of crisis.
The difference: decision-making culture instead of culture of waiting!
In times of growth, I had always felt that managers tend to put off specific conflict-prone decisions. The reason was clear: the numbers are constantly going up and we are doing well! There was no need to initiate too many changes, but rather to scratch the surface. I base this experience on my three years as a management consultant, in which I have accompanied numerous large corporations.
What was the result? There was no decision-making culture. Questions of the future were not actively addressed, but had a culture of waiting and voting.
Changes are only successful if you have carried the entire top management level. In times of growth, this was often reserved for new opportunities and guaranteed sales expansions. Even as a normal employee, it was impossible to strive for such changes without power. I have often seen this when Scrum was introduced. As a coach it was often almost impossible, but as a department head you could just take the first steps with the help of power.
Many were unprepared for crisis
Since Corona, many managers have fallen into disrepair due to low knowledge of to the other. The employees were correspondingly unsettled. Somehow you had to keep the numbers and show that as a manager you actively decide what you have avoided for a long time.
What I now realize more than ever: Management needs time and energy to bring about changes consistently and every day. I was often disappointed that my leadership was under-committed to the real changes, and I spent a very long time every day in the office or home office to bring about the profound changes.
Corona needs makers and decision-makers instead of waiting and voting! Real managers with clear ideas are in demand, who make decisions and also implement them!
My tips from 3 months of crisis management
- Taking advantage of market change: Corona restructures the market. We were able to successfully take advantage of the new opportunities through cloud services and still grow.
- Crisis as an occasion: The Corona crisis was the reason for ushering in further necessary and very profound changes, especially cross-departmental cooperation.
- Management is hard work:Entrepreneurial change can only be made with “power”.
- Implementing decisions: After the decision I actively help to implement them to the end and do not pull myself out!
- Leadership is responsibility:It is up to me as a manager to maintain processes and sales as well as employee satisfaction.
- Resistance is always there: There are winners and losers in every change process. For this reason, there are always certain employees who actively fight the change.
- Involve everyone:You can’t do it alone. Involve others and ask for help and feedback. Form a change team around you.
- Stage:Let others become stars in the change. Let these parts of the change be presented to the company and make it clear that you haven’t done everything on your own.
- Pull yourself out: Once you’ve introduced a new board or format, train and document it and let someone else do it. This way you have time to start new processes of change.
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