Over the years, I have worked with several industries to manage their crises. Today, they are all experiencing a new type of crisis, with increasing demand from all stakeholders (employees, customers, community, authorities, suppliers), with challenges that are constantly growing in size and scope from day to day. day. This may be the biggest challenge they have faced.

Organizations, many of which were built many years ago, were created for stability and reliability. As the global economies have become knowledge economies, and now sharing and creative economies, many of these same organizations have remained stationary, unable to break away from proven traditional methods.

Today, these same organizations find themselves in a world described as volatile, uncertain, complex, ambiguous … and they wonder how to face it, what will happen next and how to survive there.

The organizations most at risk are those that have not anticipated and prepared for change. They are also those whose visions have never been clear, their thinking was Cartesian and innovation was absent.

How to stop the stopwatch, save lives and prepare for a better future? How can we prevent such pandemics from destroying us, our community, our economy, our families and our way of life?

The answers to these questions depend on three things: your state of mind as a leader, the context you create and the perspective you have for moving forward. Which means what kind of boss are you, and more importantly, what kind of boss are you ready to be.

The following is a quick change toolbox for leaders to adopt:


There are four habits that can help us evolve and improve our ability to cope with higher levels of complexity and uncertainty. These four habits are easy to implement:

Ask different types of questions:

• Ask yourself and your employees how and where to best focus your attention to help them do a better job. TRUST

• Do not ask why something went wrong or who did it. Instead, ask why it went wrong. Ask your role in ASSUME RESPONSIBILITY and accept the blame

• Ask someone in your organization “How would you do it differently” and give them the green light EMPOWERMENT AND MOTIVATION

• Show interest in your employees; EMPATHY.

• Ask them how you can help them get there “Where do you want to be in the organization in 3 or 5 years?” And “How can I help you reach your goals?”

Adopt multiple perspectives

• Listen to what is not said

• Be thankful for different opinions

• Do not punish those who disagree

• Accept when you are wrong

• Reward your employees for their participation

• Be the last to speak

Develop a systemic vision

• Do not be linear in your thinking. Look at different points of view.

• Look at the organization as a whole and not the isolated incidents

• Do not isolate incidents / events

• Make your organization more horizontal by including as many people as possible from start to finish

• Finally treat the root causes and not the symptoms

• Look at the whole picture; step back to see what is possible

Adopting these changes is so critical that our survival depends on it. I believe there are strategies to learn not only to survive, but also to thrive.



This requires freedom, creativity, speed, flexibility and a corporate culture that connects people to the organization. This connection becomes more important and can be put at the center of leadership even more decisively.

The economy will not be the same, your patients will behave differently because their needs will not remain the same, your employees, if you manage to keep them will look for a different type of boss, inclusive management, working conditions…

The right perspective

• Be present and available and take action

• Be honest and only share facts

• Share information and what you think

• Explain your decisions and don’t just give orders

Traction and not distraction:

• Give everyone a purpose and keep people together (don’t allow conflicts).

• Provide updates so they don’t have to rely on gossip or fake news

• Stay positive and lead the way to a better future

• Tendency to individual concerns

D. Empower Optimism, Not Fear

A crisis reveals one of two things, fear or optimism:

• Make fear prevail: Fear of the unknown, loss of confidence, pessimism, depression. These will certainly cause you to lose your leadership status and accelerate the loss of control over your employees and your business.

• Make optimism prevail, accept things as they are and prepare to see the opportunity that these difficult times have created: Ford Motors is now making fans. Amazon partners with local delivery companies (usually competitors), many local businesses have transformed (above 2 types of leaders?), New York’s biggest theaters are now the best managed hospitals, and all of this is the result of optimistic leaders showing the way.

By adopting a changing mindset, allowing the mind to unlearn old behaviors and learn new ones, by being flexible and adaptive, leaders can gain an advantage in this uncertain and complex environment.

Article written by Mr. Lotfi Saibi director of 4dlh
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