Crisis Management Experts Develop Secrets

Fuel prices are rising.

The company's share price has continued to decline, and morale of employees has been declining.

The computer crashed again - wouldn't it be a virus?

Pressure and anxiety: step by step: buy from the sky, buy a job, ask for a raise, or ask for an office at home; college tuition is rising again.

The problem is endless, and the pressure keeps accumulating.

New York City

A recent Harris Harris poll conducted by Everest College (Everest College) showed that 10% of employees aged 35 to 54 felt that their unreasonable workload was the most stressful job, far exceeding commuting or worrying about unemployment.

According to a survey conducted by the American Psychological Association, more than half of employees believe that stress affects their productivity. In recent years, salaries, jobs and the economy have become the biggest source of stress.

The loss of productivity due to pressure, absenteeism and misconduct make employers lose $300 billion a year.

Managers and executives must also share the burden - but some managers and executives have mastered the ability to succeed in a highly competitive and volatile environment.

They know how to discover the greatest potential of a team in a crisis.

Justin monks, author of the recently published Better Under Pressure, said: "people who want to succeed in the future must take pressure as oxygen and be good at using pressure to achieve surpass.

They can turn difficulties into opportunities. "

Monks has worked with some boards of directors to conduct assessments, tests and tests to help companies hire or select new CEO candidates.

This book is based on his work experience.

At present, Spencer is a consultant at Shi Binsha Stuart, a headhunter. He collects the results of the evaluation of 150 CEO candidates, and classifications the quality of the best candidates and the quality of the poor candidates according to the four quantile.

After five years of investigation, he concluded that the best leaders have the following three characteristics:

1. realistic optimism.

Excellent leaders can understand the actual situation of crisis and find out the opportunity to stand out.

Menks mentioned the pragmatic mentality in his book. He wrote that managers must "have the passion to face reality".

He said: "managers must show that they are faced with the core of the problem with a pragmatic spirit and know the risks."

2. find order in chaos.

This requires managers to mobilize their cool headed mind, clear thinking and the driving force to change the situation.

It takes training to keep clear headed and fearless when facing serious crises.

At the same time, managers also need enthusiasm to mobilize employees and solve problems together.

3. obey the overall situation of the company.

This sense of mission, which is subordinated to higher goals and long-term interests, will play a significant role.

In the book, monks wrote: "when frustration is constant, efficient leaders" can skillfully guide employees' feelings and pform them into constructive forces, and continue to push forward the development of enterprises.

Encouraging team unity and moving towards an important goal can not only foster team resilience, but also enhance team collaboration.

"Under pressure, better performance", citing several examples of senior executives, both in daily life, and in the face of crises, they will adhere to these three principles.

For example, the CEO of a regional hospital system is listed in the book.

When he took office, he faced a very urgent situation: the prosecutor imposed sanctions on the hospital and ordered the hospital to rectify the nursing services of the obstetric and gynecologic patients within 23 days. Otherwise, the hospital will be revoked of the medical qualification certificate.

The CEO told monks that "enterprises were facing death and survival."

But the CEO turned the crisis into an opportunity to mobilize everyone and quickly improve the situation.

He was very clear about the current situation and remained calm under pressure.

It owes much to his previous experience of dealing with serious challenges.

"The crisis compels the leaders to simplify the situation and recognize the root, which is the problem that must be solved to succeed," monks wrote in his book.

Then we should take the courage to realize these necessary conditions for success.

Monks believes that anyone can develop and learn this trait.

He said: "this is absolutely acquired trait.

Even the cleverest person, in the right circumstances, will be confused. "

If they can not manage to manage pressure, they may lose leadership or even think at a critical moment.

Tai min, the head of crisis management, has met many of these executives.

She says few people can master all the skills to manage a great crisis.

These skills include perseverance, a clear understanding of the situation, and the ability to concentrate on current problems.

She said that executives who are honest and resourceful can still cope with extreme pressure.

It is an indescribable ability to act according to circumstances.

But it can help you tide over the difficulties. "

So how can executives grow to be calm problem solvers and realistic optimists?

Some companies will provide projects or tasks to help managers develop these qualities.

Similar projects usually increase managers' responsibilities and pressures at a steady rate and reasonable rhythm.

Other managers rely on their own strength or with the help of tutors to nurture these qualities.

Tai min occasionally organizes executives to play "crisis Games" to reveal their reactions in the face of upheaval through role play in simulation scenarios.

John Hamm, executive trainer, says managers should always keep in mind what qualities make themselves superior and invest the necessary time to develop confidence in themselves and their team.

As an executive trainer, he often sees some managers fall into a complete mess due to a few problems.

Therefore, he often asked them to put aside all their emotions and anxieties, and then began to clear the situation bit by bit and solve the problem.

He asked them to defeat fear with facts.

He said, "we should ask ourselves how to accept pressure and use it to build ourselves up."