This in an excerpt from this book
Turbulent times occur due to crises, which can happen at any time and in any organisation. Even if the firm is doing well today, it does not eradicate the possibility of the firm being thrown into trouble in the nearest future. No one can predict the future. While leaders of a company are enjoying the good times, they should equally consider the possibility of turbulent times; as a result, they should prepare for eventualities. They should get themselves ready for those times that crisis will be the order of the day. No one wishes for crises, but the crisis does not come by wishing for them; they come a random and the causes can be internal or external.
Preparing ahead of time can prevent the problems of under preparation for crises. A company and its management should understand how to manage crises situations when such arise. The leaders in a company should be visionary enough to get them set for any problem that may arise.
There is a clear difference between crises leadership and crisis management. Company A may thrive in times of crises, while company B may fail in the same situation. One major factor that differentiates the two is the quality of leadership being displayed during such period. A manager should show him or herself worthy of the place of leadership throughout the crisis-management process. In this text, emphasis will be laid on several competencies that a leader should have during crises for effective crisis management; lacking any of these qualities will not augur well for the company during those severe downturns. Leaders should develop top quality corporate communication strategies and also build a foundation of trust among the members of staff of the organization and those involved in the supply chain. The foundation thus built can then be used in preparing the organization for those difficult times.
The last statement indicates that learning about crisis management should not start when the problem begins, but should have been well versed long before such a situation arises. If well managed, the leader can leverage crises situations for creating a better organization via change creation. The organization should also not lag in public relations, which is an integral part of crisis management. PR activities and communication should not be limited to the members of the public, but should also involve and include members of staff; yes, it is crucial to carry the members of staff along during the crises situation. Despite the place of importance of communication and PR activities, they are not sufficient to see the company through the crisis period; more still needs to be done. It is essential to build a camaraderie spirit among the member of staff, which will buy the confidence and image of the organization among the staff member and the general public. Transparency and wise management of information are some of the essential factors a good leader should put into practice during crises management. Many members of staff will be more disposed to tag along faithfully if they feel carried along.
Failure to carry members of staff along can have a foreboding effect on leadership effectiveness, which will not augur well for the company. The leaders should see the big picture of the crisis and be able to spot an opportunity that can help the organization scale through this uncomfortable situation. It is mandatory for an organization to be professional and humane in its crisis management activities, considering the increased competitive state of the business environment.


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