The 7 tips for coronavirus survival, if you're a manager or a leader.
Your employees, your customers, your suppliers are going to be looking to you as a leader to project a sense of calm through this difficult uncertain situation.
You have to be calm, you have to project confidence that you're going to be able to see this through successfully with the minimum amount of hurt to the company, but also to all of the stakeholders who are relying on your leadership to get them through the difficult days and months ahead.
You have to relentlessly communicate, this is to avoid rumors developing that muddy the waters, but when you are talking about communication you are also talking about a strategy for communication. You have to have a sense of order in which to communicate decisions and priorities, but you also have to have rapid communication to the entire body of constituents not delays over hours or days or even worse weeks. And silence is absolutely the worst possible thing that you can allow to happen. Because that's when the rumor mill develops.
You are not going to know all the answers, this is a time for you to call on the resources, the capabilities of all of your employees, all of your team members and bring them together in task forces have everyone potentially given a role in which they feel they can be contributing to overcoming the uncertainty, overcoming the crisis engaging a lot of your employees. This way will also reduce the rumor and giving confidence to them that they will then project and turn to the people who are relying on them as their managers for direction. So collaboration teamwork delving into your organization to find the hidden nuggets the people who really can step up at this moment.
All of us live in communities, our factories, or in communities our colleges and universities. We are leading by example not just within our communities, and especially since we're talking here about an infectious virus. It's extremely important that we set an example, we model behaviors that are community friendly and community supportive behaviors.
Compassion is extremely important at this time if we're fortunate to have a good team around us, but there are many people in our organizations who are depending upon us who are not necessarily that resilient, and they need to be given the compassion to express their concerns in ways that you know or you might not necessarily need to do so, think of someone in your organization who has elderly parents who are in a fragile state of health. They're going to be doubly concerned about those relatives at this time when the virus is potentially affecting the most vulnerable and medically challenged in our communities, and therefore if they want time off if they want to work from home if they need to have a little bit of space to look after their family members, please consider giving that to them compassion at a time of crisis is a very important manifestation of leadership.
Cash is king at a time of crisis, and everything needs to be done to look both short-term and long-term at the financial health of the organization. Because after all of your employees, suppliers, and customers are depending upon you to lead not just emotionally, but also prudently with respect to the long-term finances of the organization. So whatever you can do to conserve cash is going to be very important, because that what's going to determine whether or not your employees are going to be paid next months.