On April 13, 2021, Tanguy Delamare (Partner, VISCONTI Partners) participated in a webinar organized in collaboration with WePrint and the CCI Haute Savoie.
Find the summary of this webinar:
Here we are going to take a step back and address all the types of crises that leaders and leaders can face.
A crisis can be an abrupt phenomenon, a process or an event that threatens an organization and its existing balance. Faced with a crisis that represents a danger to his balance, the manager must be able to make decisions and find opportunities to get out of it. In short, knowing how to pivot and be agile.
Crises endanger the lives of businesses. However, some are more resistant to shocks and more easily return to normal functioning, or even create opportunities and emerge stronger.
It depends on:
To do this, it is necessary to work on three axes:
It is essential to develop a culture of constant vigilance:
— Set up risk prevention systems
— Establishing a crisis unit
— Plan crisis communication
— Work on the automations in case of emergency
— Prevent chain reactions
— Strengthen the company's relational capital
Organizations must therefore be ready in case of crisis. 4 key words: Prepare, Prevent, Manage, Improve.
These actions can be adapted to the risks associated with company activities with targeted prevention plans.
Risk prevention is necessary but insufficient. Not all shocks can be avoided, so you have to be prepared. It is the leadership of the manager that will make the difference.
The manager must be a Chief Engagement Officer. The companies that will recover from a crisis the most quickly and that will face it with resilience will be those in which the manager has defined the company's raison d'être, an ambition and a strategic trajectory.
The alignment of these three planets must be clear to everyone based on the elements of corporate culture:
These six elements are linked to executive leadership. Working on purpose or ambition will ensure that these actions live on a daily basis in the company.
It is essential that the manager does not remain alone and receives support in order to prepare his business and manage it during a crisis.
The strategy of the allies by Fauvet, Herbemont and César:
This tool, applicable to crisis management, is a coded grid used to identify the attitude of actors towards a project. Indeed, depending on the positive or negative energy deployed towards a project, an actor can be a synergist or an antagonist.
It is therefore necessary to identify the actors who participate in the project. The aim is to make those who are hesitant in favor of the project, to deal with the objections of opponents, to bring together the actors of the Golden Triangle, to make them play the role of ambassador to rally other actors to the project.
It is important to adapt your management style according to the situation.
As part of the implementation of situational management, 4 fundamental actions must be retained: train, delegate, manage and coach.
The manager must develop qualities and abilities
Faced with the crisis, the leader is alone. It is sometimes difficult for him to talk about his doubts or questions to those around him. Relying on a coach can then allow him to be supported in decision-making and the implementation of solutions.
Coaching can also help managers regain self-control, to see more clearly and to take action on decision criteria that are not interfered with by psychological factors.
The manager must work on his leadership so that it is adapted to possible crisis situations.
For the company to be able to recover in the best possible way, it must be resilient and this can only be implemented through precise and supervised processes. It is therefore necessary to be agile while being prepared.
“The pessimist complains about the wind, the optimist waits for the wind to turn, the leader adjusts the sails.” John Maxwell
“The pessimist complains about the wind, the optimist waits for the wind to turn, the leader adjusts the sails.” John Maxwell
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