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Re:Leading in a Crisis (1 viewing) (1) Guest

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TOPIC: Re:Leading in a Crisis
#2067
Re:Leading in a Crisis 1 Year, 8 Months ago Karma: 0  
Crisis often brings change. Any change effort is likely to face a few change resisters. Unfortunately, even if these resisters are few and far between, they can quickly erode momentum and stop change in its tracks. Harvard Business Publishing's Tip of they Day offers four tools to help you get people on board.

1. Cold, hard facts. Use evidence to show that change is necessasry and possible. Get your facts from multiple sources and be diligent about details; even a small error can discredit your case for change.

2. Counter-arguments. Know what your opponents are saving and be prepared to acknowledge their concerns and offer a compelling argument for your case.

3. Big picture. In the short-term, change is uncomfortable. Look at the big picture and explain why the change is the right move for the long term.

4. Repetition and pressure. Stay on message, repeat your best arguments, and apply the necessary pressure to turn the change-averse around.
 
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#2074
Re:Leading in a Crisis 1 Year, 8 Months ago Karma: 0  
The Tip of the Day from Harvard Business Publishing offers an antidote for a toxic workplace.

Heavy workloads, stress, a competitive atmosphere, a few bad seeds -- whatever the cause, working in a toxic environment is unpleasant at best and excruciating at worst. Here are three ways you can begin to make positive change.

1. Start talking. Perform one-on-one, confidential interviews with employees. Give them the space to vent, and then engage them in solving the problems they've raised.

2. Be helpful, not forceful. Help employees think through the issues, but don't tell them what to do. Allow employees to take personal responsibility for making things better.

3. Don't just talk, change. Make a pledge to turn complaints into commitments. You gain employees' trust by showing them you are listening and making changes based on what you heard.
 
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#2101
Re:Leading in a Crisis 1 Year, 7 Months ago Karma: 0  
A survey from Robert Half Management Resources this week says the biggest takeaway from the recession for employers could well be to take better care of their workers.

In their survey of CFOs, nearly 30 percent said they learned not to overlook team morale. CFOs also cited the value of controlling costs early on, 22 percent, and not cutting personnel too deeply, 22 percent.

CFOs were asked, which of the following is the greatest lesson you have learned from the recession? Their responses:

Place greater focus on maintaining employee morale: 27 percent;

Take decisive measures more quickly to avoid multiple rounds of cost cutting: 22 percent;

Make sure you have enough staff to main productivity: 22 percent;

Implement more detailed succession plans for company: 15 percent;

Other: 1 percent;

No lessons learned: 11 percent;

Don't know/no answer: 2 percent;
 
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#2102
Re:Leading in a Crisis 1 Year, 7 Months ago Karma: 2  
Still, it's interesting that no single lesson got a resounding response. These are all lessons finance executives should take to heart. But it doesn't seem a majority have.
 
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#2103
Re:Leading in a Crisis 1 Year, 7 Months ago Karma: 1  
I'm not certain the finance executives understand the nature of the workplace these days. A company can only be as good as the people working in the company. In many instances when it comes to cost cutting in a recession the Corp. Finance Exec. isn't looking to make the company stronger, just to get the balance sheets looking better. I find it interesting that 11 percent, said no lessons learned. Perhaps to annearf's point. In good times it almost seems like these same folks running the finances of company turn "bi-polar" and allow managers to to employ any village idiot.
 
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#2105
Re:Leading in a Crisis 1 Year, 7 Months ago Karma: 2  
Yes, these numbers would seem to underscore the point that finance executives have been thinking balance sheet and not morale more than ever. Of course, they're under pressure to do so. But it is a short-sighted and counter-productive approach.
 
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