BOSS FACTOR : ROCK TO NET
Traditionally workplaces are functioning in a hierarchical structured system, Top Down or Bottom Up or Central Leadership. Sometimes, position is the basis of relationship and sometimes job becomes the basis of relationship. But the uncertainties and crisis are creating big disruptions in the processes and systems irrespective of nature and size of organisation.
To get success at the time of crisis Leaders are focusing on following factors
1. Being Curious to find out alternate opportunities
When we organise team for getting the solutions, we construct team in favour and against the best possible solutions, we devise based on some predefined principles or experiences, but during crisis, all principles, based on experimental data or the experiences gathered in a natural environment do not fit to the critical time because the unexpected disastrous situations set the New Normal, without any pre or post factor. The curiosity to recognise the best fit during the crisis may help to perform little better.
2. Being exploratory with relentless experimentation
In an unprecedented situation everyday new events and environment just appear, which were never planned or thought of and the time becomes so dynamic that in every moment we come across different news and before we feel and realise the effect, a new event occurs. The number of new ways are to be explored through experimentation of different ideas coming from the mass, not the selected.
3. Having very strong eye on changes affecting the business
Changes become fast during crisis and to address its effect always is a reactive action, which creates lots of negative views inside and outside the organisation about survival, growth and excellence. Keeping eyes on pattern ad factors of change, help to devise mechanism to address.
4. Propagating Positive views to keep the motivations on
Positive actions and thoughts are always stimulant for growth of any organization or person. Spreading positive views about the unwanted events, may bring some positivity in the workplace and home to keep our motivation on to contribute more scientifically to address the issues.
5. Being soft and sensitive for others
Crisis comes with lots of instability not only in organisational level, but also in personal level, which not only affect the work places, also affect the family equally or sometimes severity is more in family. So leaders should be very sympathetic and sensible to the workers during crisis and should stand together with them to get solution for the problem.
6. Understanding and reflecting on truth
Germination of different false news or guided news creates lots of imbalances in human ecosystem, which at times paralyse the whole world. Some people become too bold and become careless about the severity of the outcome, which affect the organisation and personal life. Leaders should focus on very vital aspect, that is the truth about the sensitivity and severity of the event. Proper reflection may guide others to come out of designed false notion to the reality and work on it to execute.
7. Continue positive communication with all stakeholders and associates
Crisis time is always full of exaggerated rumours and media adds views to this, which creates abnormal sensation to follow such news to remain updated to the happenings. But most of the time, it is found to be false and misrepresentation of facts. So the Leaders should always propagate the best positive solutions for the problem and its impact on people. The positivity in thoughts and actions can bring to the surface some positive motivations and hopes to drive the organisation forward.
8. Shifting from few talented culture to collaborative culture
Organisation depends on its talent pool for any cognitive decisions, because those people have sufficient skill, knowledge and experience to give best solutions. But in a highly vulnerable situation, it does not work and it has been found by different research organisation that irrelevant people give best solutions during crisis. So the mass should be involved in decision making process to strengthen our data base with number of alternatives, which can be taken individually or combined few for getting most relevant solution.
9. Understanding the requirement, not being tempted by the environment
In high uncertainty, in every moment we come across with a different situation, not related to previous one in series, which creates lots of instability and restlessness to find solution to come out of the problem. In initial days, people are able to maintain their patience, not being biased by the environment, But, later on, while time passes the anxiety increases and we get tempted to the environment to act upon to devise a solution. But in most of the situation, such decisions are proven to be wrong all the time, because it is just the reaction to a temporary anxiety.
10. Keeping feet grounded and planning to find the best solutions
The events can be serial with specific characters or can be abrupt without any fixed properties of occurrences. To understand the situation well, to analyse it with proper thoughts and prudence, it needs lots of calmness and patience to act without any bias. Such composed action may give some solutions.
11. Being imperfectionist to try out even the least possible alternative
The research shows that whenever we come across any difficulty, we design the experiments and try to learn from the multiple solutions come out with different values or different inputs. But, it has always being found that very structured, well designed experiments never give a good solution for disaster management, it gives the expected solution without much new ness. So irrelevant experimentations with abrupt data can give a good solution, which may fit to the problem of crisis.
12. Setting Success Examples or series of successful events to build confidence
We motivate others, either through discussion or story telling try to create impact through our realisation in different expected and unexpected situation, which motivates others to follow according to their situation and environment. Because actions set the examples and enrich the experiences, unless it is just information to be passed on without any feelings, which will add to the information base and store it, not create momentum to act upon.
The Leaders or Bosses now develop and follow a self-evolutionary system, by combining the unstructured thoughts of masses and reach at the possible solution to decrease the affect of crisis on organisation and people. Work place relationship are based on human behaviour rather than be on guided structured design based on power and function. Bosses are putting the views in the public platform for the input of all concerned associates rather than giving them directives or advisory. The result of free thoughts by masses are coming out to be the best solution, being tested in different level by peers and system. The networking with the people and building relationship with personal touch, reducing the stresses of uncertainties and bringing positive hopes may drive future of leadership.
Cultural Changes from Directive to Collective ………………………………………